Eiffage is one of Europe’s leading construction and concessions groups. We generated revenue of €23.4 billion in 2024, which is 7.3% higher than in 2023.

Our Group is organised into eight complementary business lines spread across four divisions: construction, property development, urban development, roads, civil engineering, metallic construction, energy systems and concessions.

Every year, we carry out over 100,000 projects, most of them in Europe. Our Contracting segment now represents 40% of our business outside France.

Our Group is firmly anchored in the regions and benefits from the expertise of our 84,400 employees. Their commitment is our greatest strength in supporting our customers on a daily basis with the challenges of the digital and ecological transitions.

Our expertise

• →  Urban development to restructure city centres and create new districts
• →  Multi-product property development and new concepts incorporating changing uses
• →  Design, construction and maintenance on both new-build and retrofitting projects
• →  Locally focused Works & Services in building

Our strategy in 2025

The Construction division is confident for 2025 despite the tensions and fiercer competition in some of the markets we serve. Our main challenges will be maintaining the level of our order book. We intend to do so by relying on expanding markets, such as renovation and the growing demand for housing, by building up our off-site construction business, with a special focus on prefabricated wood solutions, and by introducing offerings and property concepts aligned with the latest market trends. The cross-disciplinary cooperation between Group’s business lines is another factor sustaining this momentum. The Nové contract in France, a prime example of this approach, covers housing works for the French Ministry of the Armed Forces worth over €1.5 billion, with €1 billion in works joining the order book in 2025 and 2026, and the corresponding production by year-end 2029. Elsewhere in Europe, the outlook is promising for our units in Belgium and Poland, as they are launching prestigious projects.

Our expertise

• →  Design, construction and maintenance of onshore and offshore infrastructure
• →  Road works, urban development, and roadways and utilities, industrial production for roads
• →  Design, manufacture and assembly of metal structures
• →  Multi-technical solutions for industry
• →  Demolition, selective deconstruction, recycling and direct re-use

Our strategy in 2025

The division’s order book is in great shape. It contains several years’ work on major projects, such as civil engineering for the Penly EPR2-type reactors, the Lyon-Turin railway tunnel, Line 15 East of the Grand Paris Express project, the Toulouse metro, the Rhine-Main energy corridor in Germany and several offshore wind farms. Under the export mode, work will continue on the HS2 high-speed rail line in the United Kingdom, the E18 motorway in Norway and the port projects chiefly in Africa and South America. Given their complex nature, these projects require multidisciplinary expertise. Eiffage Route will concentrate on enhancing the quality of its offerings and creating value through innovation to deliver resilient and connected roads and urban development. On a broader scale, it will also focus on making the necessary changes to address the changes in its markets. The circular economy will remain a key point of focus at its quarries and its hubs.

Our expertise

• →  Design, production, operation and maintenance of electrical, industrial, HVAC and energy equipment and systems
• →  Customised offerings for the industry, infrastructure and networks, local authorities, and the commercial sector

Our strategy in 2025

The ecological transition, the digital transition and the quest for industrial and energy sovereignty are our main business drivers. We will continue to build out and standardise our processes across Europe in order to better meet our customers’ needs, with the latest embedded digital technologies increasingly prevalent in our offerings. We intend to push ahead with our offensive strategy in countries where we already have a foothold. We want to establish all our businesses and markets there, and ultimately we aim to rank among the top five. Our expansion powered by organic and acquisition-led growth has bulked up the proportion of our business generated in Europe, with revenue outside France expected to contribute close to 45% of the total in 2025. With the order book up 27% in 2024, hiring and onboarding new teams represents a major challenge to keep our momentum going.

Our expertise

• →  Financing, design, construction, maintenance, servicing or commercial operation of the structure built, motorways and toll motorways under concessions
• →  Management of major projects for public facilities, transport infrastructure, renewable energy production and buildings

Our strategy in 2025

The division will pursue its strategy of expanding and diversifying its asset portfolio. Its focus will be on managing large building complexes, port and airport infrastructure and developing renewable energy projects via Sun’R. Planning ahead for the end of some concessions, we will focus our development on long-term projects that harness synergies available to the Group. We will also benefit from the momentum of our new solutions such as Ferlioz, a rail infrastructure management specialist. Under the Mobility Investment Plan agreed in 2023 by APRR and AREA, we will commence the public consultation for the A6 Nord motorway development project, and we will continue to introduce ticket-free access on the A43 and the A41. Our concession companies will maintain their customer service and low-carbon mobility commitments to deliver freer-flowing and more environmentally friendly motorways.

Eiffage demonstrated its positive momentum in France and the rest of Europe during 2024, a highly productive year with various standout achievements and events.

Leveraging its local roots and its expertise, our Group completed some large and complex projects and brought to fruition multiple developments of all sizes.

Driven by their complementary nature and the synergies between the Group’s business lines, our offerings are evolving to provide tailored and appropriate responses to our clients’ challenges.

We are steadfastly pursuing our ambition for the coming years of making the difference through a sustainability-led approach right across our ecosystem.

All our energy is directed towards innovating, designing, building, maintaining and renovating the cities and infrastructure of the future, with usage at the focal point of our approach.

20^th anniversary celebrations

The record-setting Millau viaduct remains an outstanding accomplishment. It has a place all of its own in the history of Eiffage which will operate it until 2079.

An amazing feat of architecture

The Millau viaduct spanning the Tarn Valley was designed by architect Sir Norman Foster and engineer Michel Virlogeux. It features a whole array of innovations and to this day remains Europe’s highest cable-stayed bridge. It was built using the latest technologies, including lasers and GPS for alignment purposes, translators to move deck sections into place, self-climbing formwork and high-performance concrete. It was completed in just three years from 2001 to 2004 by a workforce of 3,000. At its highest point, it stands 343 metres above ground, making it 13 metres taller than the Eiffel Tower.

A major landmark in Eiffage’s history

Construction of the Millau viaduct was a turning point in Eiffage’s recent history. It helped to forge our reputation and took us to the next level. It illustrates our Contracting and Concessions model. It embodies our expertise and the pride we take in building sustainable infrastructure that changes regions for the better. With our acquisition of full ownership of the concession operator in late 2023, we reaffirmed our attachment to the viaduct while strengthening our concessions portfolio. Close to 50 of our employees apply their expertise daily for the benefit of the Millau viaduct and its numerous customers.

A destination for tourists

The viaduct connecting the Causse Rouge in the north to the Causse du Larzac in the south has become a major tourist attraction – and indeed a symbol – for the town of Millau, the department and the region. It is also a national monument in its own right and attracts a large number of visitors. Every year, more than 800,000 people stop off at the viewing area, making it one of France’s top ten most visited sites outside the Paris region. More importantly, it serves a practical purpose, since five million vehicles cross it every year.

An anniversary celebrated fittingly

A month-long series of events was organised in September 2024 to celebrate the 20th anniversary of its opening. The festival reached a climax with the 7th Course du Viaduc de Millau en Aveyron race on 22 September. For the first time, a 12.8-kilometre race was organised alongside the usual 23.7-kilometre event. All in all, more than 9,000 runners entered and were cheered on by more than 20,000 spectators. A tightrope walk during the race by Nathan Paulin across a line stretched between two pylons of the viaduct and a flyover by the Patrouille de France, the French Air Force’s aerobatic team, added to the weekend’s excitement.

IN FIGURES

2,460 metres

Deck length

32 metres

Deck width

343 metres

Maximum height

87 metres

Pylon height

7 piers
and 154 cable stays

36,000 tonnes

Steel deck weight

85,000 m³

of concrete

€400 million

construction cost

Leveraging its compact and decentralised organisation, the Group maximises the strength of its collective efforts.

We have positioned ourselves to capitalise on European underlying trends powering our growth. The quest for industrial sovereignty through reindustrialisation, energy sovereignty through diversification of energy sources and the development of sustainable mobility solutions are among these key drivers.

With our emphasis on decarbonising our activities, we also contribute to the decarbonisation of our customers and the regions where we are located.

These economic and environmental challenges are reshaping our business activities, providing powerful sources of growth, with multiple areas of cooperation between our business lines, and giving us an opportunity to better meet our customers’ expectations.

Today, our energy services business lines are experiencing particularly strong growth, reinforcing their position alongside our construction and property development, and our concessions business lines.

Eiffage had a very good year in 2024. Our revenue grew by more than 7% and our earnings rose by 3% despite the significant impact of the new tax on long-distance transport infrastructure.

The Group is strong. Our visibility is at an all-time high, and we have the financial resources to keep developing. Our strategy is understood and acknowledged. Our compact organisation, which safeguards our corporate culture, facilitates cross-disciplinary cooperation between our business lines and is crucial for harnessing our areas of expertise for the benefit of our customers.

Towards a new equilibrium

Our energy services businesses are growing rapidly, reinforcing their position alongside our construction and property development, and our concessions business lines. Two factors account for this shift: the intrinsic dynamics in the energy markets, boosted by digitalisation, and the multiplier effect of our strategy of acquisitions. We have two main objectives: enhancing our regional coverage and strengthening or acquiring more and more areas of expertise to elevate our offerings.

In 2024, we made several acquisitions in France, Switzerland, the Netherlands and Germany, a country where we scaled up to reach a whole new dimension. It is now our second-largest country after France. Thanks to this strategy, our Group is establishing itself as a major European player in construction and property development, energy services and concessions.

Europe, our home market

Europe represents 96% of the Group’s revenue. Europe’s environmental aspirations are evident and implemented in all the countries in which we operate. Over the past five years, these ambitions have also been supported by an ongoing quest for digital, industrial and energy sovereignty. Goals that have gained real traction amid the geopolitical challenges of today’s world. They have coalesced into core trends, which will continue to underpin all our business lines over the next few years. Our strategic fit and our European roots provide us with a firm foothold on which we can confidently build going forward.

The energy and digital transitions, a growth opportunity for all our business lines

The energy and digital transitions, powerful accelerators closely linked to decarbonisation, are a boon for all our business lines.

The ramp-up in renovation in the construction segment, the growth of energy businesses and their maintenance and steering components, the development of sustainable mobility and the increasing photovoltaic, wind and nuclear energy generation highlight this. All these opportunities provide us with robust growth drivers in the Contracting segment.

In our Concessions segment, there are equally large growth opportunities. These include the investments needed to adapt port infrastructure to climate change and to support the emergence of electric mobility and changing traffic trends in our motorway concessions. And we should not omit to mention the Nové project to renovate and build housing for French Ministry of the Armed Forces personnel as part of an ambitious environmental programme.

Digitalisation unlocks value from data for all our business lines, with reliability and security paramount among our concerns. It makes a difference in our offerings and in the service we provide to our customers. Today, infrastructure and buildings are becoming increasingly smart, autonomous and controllable.

A stimulating collective adventure

The ecological and energy transitions challenges are impacting our business lines, and that means we need to pursue an ambitious policy of skills and career management for our teams. Collectively, our job is to support and guide our employees as our business lines evolve.

The quality of the men and women in our teams really stands out. By retaining and helping them to progress in their careers, irrespective of their role, we will provide a fulfilling and rewarding environment for everyone. In turn, this will help Eiffage to thrive and enhance its reputation.

This virtuous circle will keep us growing, while staying true to ourselves, maintaining our family spirit and enhancing Eiffage’s appeal as an employer.

In Europe, Eiffage’s main positions are in Germany, Belgium, and Spain.

Our vibrant growth in European countries, the strength of our order books and the synergies between our business lines are indicative of effectiveness of our Europe-centric strategy.

We are continuing to grow and develop through organic growth in our existing entities and through acquisitions targeting companies firmly established in the areas they serve. Through this process we have been expanding our regional coverage and the positions held by our business lines and their areas of expertise. We strive to integrate their teams, their expertise and their market knowledge so we can continuously broaden the Group’s footprint in the relevant country.

Our growth trajectory is reshaping the Group, with 36% of our Contracting revenue now generated in Europe (excluding France), or two times more than ten years ago.

Eiffage is a well-respected operator, with long-standing positions in civil engineering, road, rail, metallic construction and, to a lesser extent, in buildings and energy services. Through our recent acquisitions, we have now scaled up to achieve nationwide coverage in energy services.

IN FIGURES

9,116

employees at 31 December 2024

€2.2 billion

in revenue in 2024

Renovation of major transport and power networks

Activity in the German infrastructure market has been underpinned by the programmes to upgrade the road and rail networks, many of which date back to the post-Second World War era. The imperative of installing new power grids to support the development of renewable energies is another key driver. Our business momentum has been boosted by the very high level of orders received in recent years. The 30-year concession awarded in 2020 to build the 76 kilometre section of the A3 motorway between the Biebelried and Fürth/ Erlangen junctions is a prime example. To date, it is Germany’s largest public-private motorway partnership agreement. After it enters service in 2026, our teams will be freed up to start work on the energy corridor contract awarded to us in 2024 by Amprion. All in all, a 600 kilometre cable conduit system needs to be built by 2032 to carry power from offshore wind farms in the North Sea to southern Germany. Eiffage Métal’s teams, via our SEH subsidiary, are also actively working on structures, such as the Mülheim and Leverkusen bridges, plus station upgrades, such as Ostbahnhof in Berlin.

Eiffage Énergie Systèmes powers ahead

Eiffage Énergie Systèmes has gained a whole new dimension in Germany through the game-changing acquisitions of Salvia and Eqos. These deals have significantly expanded its regional coverage, broadened its areas of expertise and given it a foothold in Austria. Salvia operates in the commercial and industry segments, while Eqos specialises in high-voltage power T&D, telecommunications and rail sectors. Eiffage Énergie Systèmes now has a workforce of 4,800 employees in Germany and it will generate €1.1 billion in revenue from 2025. With Eiffage Énergie Systèmes’ long-standing units in Germany, we are now a leading force in the country’s energy services market. Germany is now Eiffage Énergie Systèmes’ third-largest market after France and Spain.

People lie at the heart of the Eiffage model.

The 84,400 men and women who work for the Group embody our values and our culture.

Their commitment on a daily basis and the very high proportion of them taking part in the employee share ownership plan are a testament to the attachment they have for the Group and the family spirit that binds us all.

We draw our strength from our compact organisation and the autonomy it gives our employees, allowing them to express their full potential.

Our ability to maintain our appeal to new applicants and retain the talent already within our ranks is crucial for our continued development.

Fortified by these strengths, we can look to the future with confidence.

Eiffage is a compact and decentralised group firmly anchored in the regions it serves. We have built up a balanced and resilient business model thanks to our diverse and complementary activities.

IN FIGURES

12

countries in Europe where we have enduring positions

79,400

employees in Europe at 31 December 2024

€900 million

allocated to acquisitions in 2024

Firmly enmeshed in the regions

Eiffage is defined by an organisation closely connected to the regions and countries where it operates. Our dense coverage representing our various business lines gives us fine-grained local knowledge of local areas and their unique identity, and allows us to better address the concerns of our public- and private-sector customers.

We are strengthening this model in Europe by acquiring very well-established companies to expand our geographical coverage and reinforce our areas of specialisation. Eiffage Énergie Systèmes has been the prime mover behind this acquisition drive as the energy services market remains highly fragmented. During 2024, we agreed or finalised 12 acquisitions, with a particular focus on Germany and the Netherlands.

A group with a human perspective

Amid the brisk growth in our business lines, our priority is to nurture and retain what makes us different: being a European group with a human perspective.

Our compact organisation has remained intact throughout this period of organic growth and acquisitions. Today we have 84,400 employees – 20,000 more than seven years ago.

Our teams possess significant autonomy, and this helps cultivate entrepreneurial spirit and rapid decision-making. This culture makes a real difference when we are bidding for business or responding to unforeseen developments on projects.

Our industrial capacity: a key strength

We have established industrial capacity in Europe through several of our business lines so we can keep a tight grip on the value chain, quality, costs and lead times. Having this capability also enables us to meet specific customer needs by delivering tailored solutions.

Our roads business has around a hundred asphalt plants, such as the new Madrid unit inaugurated in 2024. We have ten metallic construction plants dedicated to manufacturing elements for offshore and onshore wind farms, structures and metal formwork. Two plants produce façades in France and Poland, and three production facilities in France are specialised in wood frames and prefabricated items. Finally, Eiffage Énergie Systèmes manufactures electronic cards and sub-assemblies, high-tech electrical switchboards, as well as maintaining and building rotating and static machinery at plants that are also located in France.

Multi-disciplinary strengths

The decentralised nature of our organisation and the strong local presence of our various business lines create favourable conditions for synergies. Locally, our teams are able to promote an integrated approach based on turnkey solutions to customers and to compete effectively for complex large-scale projects. Where necessary, we can call in reinforcements from elsewhere.

Eiffage’s regional and country delegations are conducive to harnessing these synergies and sharing best practices. They act as an essential link on the ground anchoring our cross-disciplinary cooperation.

Shift towards a new equilibrium between business lines

Eiffage’s stability is founded on the equilibrium between and the complementary nature of its business lines, and the substantial value they create. This equilibrium is underpinned by Contracting and Concessions segments, which operate over different timescales – the short term for Contracting and the long term for Concessions.

Today, our energy services business lines are growing rapidly, increasing their contribution relative to our construction and property development, and our concessions business lines. Our goal is to continue expanding on the foundations of these three business areas.

The ecological transition is an opportunity for all our business lines. Because the challenges are complex and interdependent, we consider them in a systematic manner.

We have adopted an ambitious strategy that genuinely makes a difference in how we execute our projects and operate our work sites. It directly impacts on our business model and transforms how we conduct our activities.

This integrated and structured strategy focuses on three key areas: reducing greenhouse gas emissions, protecting biodiversity and embedding a circular economy-based approach.

With a clear course ahead mapped out for them plus medium- and long-term objectives to reach, our divisions have drawn up operational action plans that are monitored and adjusted to the individual features of their activities and projects.

Eiffage’s ambitious climate carbon strategy targets short-term objectives in 2030 and aims for the Group to be fully carbon-neutral by 2050. Our SBTi-validated carbon trajectory is showing tangible results, which are published every year in the climate report, and they reflect teams’ initiatives.

IN FIGURES

-46%

Reduction in internal carbon emissions (Scopes 1 and 2) by 2030

-30%

Reduction in indirect emissions (Scope 3) by 2030

Net zero trajectory

by 2050

SBTi-validated commitments

The SBTi (Science-Based Targets initiative) validated Eiffage’s short-term (2030) greenhouse gas emissions reduction targets for Scopes 1, 2 and 3 in 2023, considering them to be aligned with the provisions set out in the Paris Agreement and the 1.5°C trajectory. In 2024, it approved our targets for reducing long-term greenhouse gas emissions over the long term (2050).

To lower our internal carbon emissions, we are primarily cutting the energy consumption of our industrial and commercial buildings, and of our vehicle fleets. To that end, we optimise our production tools and include emission factors in planning for the fleet upgrades. To lower our Scope 3 emissions, we make adjustments to our technical and commercial offerings, and introduce more low-carbon alternatives for our customers. At the same time, we need to factor in the acceleration in regulatory activity and the requirements of the European Green Deal.

Involving the entire value chain

Eiffage’s employees are fully engaged in the drive to decarbonise the Group. Our networks of low-carbon experts at the divisions, a model replicated in Belgium during 2024, help to disseminate the Group strategy and share best practices. In addition, we are receptive to new ideas through our various participation-based innovation programmes and offer specialised training, such as in environmental leadership for managers.

Our purchases, which account for more than 75% of Eiffage’s emissions, are a priority area of focus for us in our ecological transition. Decarbonising our purchases of products and services features highly on the roadmap for our Purchasing department. Our buyers support suppliers with implementing lower-carbon processes that are transforming our activities.

More reliable, quantitative and widely publicised data points

We are developing environmental data evaluation programmes, consolidating them and sharing them at every tier of the organisation. It is vital to safeguard the quality of data because they relate to our direct CO₂ emissions and those of our purchases. We keep a close eye on the consumption of our facilities, our heavy plant and our vehicles.

We have developed Ecosource, a software application comparing the environmental performance of products, and carbon calculators geared to the specific needs of each business line so we can measure projects’ environmental impact accurately. Our teams can use these tools to help ensure they are marketing relevant offerings. In 2024, we launched the BlueOn platform, the first environmental data marketplace, and scaled up our traceability programme from wood initially to include other materials.

Our commitments in action

Sekoya, a platform supporting low-carbon solutions

Eiffage and Impulse Partners set up Sekoya, a carbon and climate platform, in 2019 to encourage sustainable and innovative solutions for the construction industry. In its expanded form as a low-carbon industrial club with nine partners, Sekoya is contributing to provide a collective response to the climate emergency. Calls for solutions bring together and spark conversations between large construction groups and leading research companies, enabling them to develop their low-carbon materials and processes on a large scale. Since its creation, it has launched six calls for solutions and 30 companies have received awards.

BlueOn, a trailblazing initiative in the construction industry, is helping to transform the Group and the entire sector by providing a means of operationally integrating carbon data into the purchasing process. All the Group’s employees can access the marketplace, and by the beginning of 2025, it already incorporated a full life cycle analysis of nearly 30,000 products. BlueOn makes environmental data transparent, accessible and comprehensible, so that carbon emissions can be treated on the same footing as price.

First-class offices

To align its property portfolio with its carbon climate strategy, Eiffage seeks to maximise energy efficiency in its renovation activities. In Brussels, La Source, the new headquarters of Eiffage Construction’s teams in Belgium, has reduced its energy footprint by 62% by making improvements to its insulation, through re-use and biosourced materials, and through the installation of solar panels. In Saint-Ouen (France), Eiffage Construction’s teams in the Île-de-France region moved into La Distillerie, their new headquarters. While retaining the soul of the Ricqlès plant, the building has been completely renovated, with low-carbon materials, recycling and surplus site materials taking pride of place.

# EIFFAGE CONSTRUCTION

# EIFFAGE IMMOBILIER

# EIFFAGE ÉNERGIE SYSTÈMES

# GOYER

Electric truck corridor put in place

To help its customers decarbonise, APRR and ENGIE Vianeo have designed Europe’s first charging corridor for electric trucks. Five ultra-fast and very high power (400 to 480 kW) charging stations have been made available every 150 kilometres between Paris and Lyon (A5b and A6) in both directions. Two electric-powered trucks or coaches can be charged simultaneously in 45 minutes at these stations. The corridor aims to reduce greenhouse gas emissions from trucks, which account for 40% of France’s transport emissions.

# MOTORWAY CONCESSIONS

The provisions of the new European Corporate Sustainability Reporting Directive (CSRD) applied for the first time in the 2024 financial year and this sustainability statement was drawn up on that basis, taking into account the information and knowledge available at the time.

As well as being the first year that the CSRD has been in force, the year has also been fraught with uncertainty. In addition to the uncertainty surrounding the current state of scientific knowledge and the quality of the external data used, the texts are open to interpretation, and further clarification from the standard-setting or regulatory bodies is expected.

In this context, the Eiffage Group has endeavoured to apply the European Sustainability Reporting Standards (ESRS), as applicable on the date when the sustainability statement was prepared, on the basis of the information available when the sustainability statement was being drawn up.

This sustainability statement, the Group’s first, is characterised by specific contextual features due to the fact that this is the first year that the CSRD requirements apply:

• ■the absence of established practices, particularly for a more in-depth analysis of impacts, risks and opportunities (IROs) across the value chain or the definition of materiality thresholds (see sections 2.1.4 / Material impacts, risks and opportunities and their interaction with the business model [SBM-3] and 2.1.5 / IRO management and double materiality);
• ■the use of reporting boundary limits applied on a case-by-case basis to certain data as specified in relation to the values given in the thematic sections of this sustainability statement (see 2.1.1.1 / General basis for preparation of the sustainability statement [BP-1]and 2.1.1.2 / Information in relation to specific circumstances [BP-2]);
• ■some of the information required by the ESRS was not available at year-end 31 December 2024 due to the time constraints required for reporting this new information. The missing information relates to the disclosure requirements listed in the table below. For each of these, the actions planned by the Group and the timeframes involved are detailed in the sections mentioned in the table.

In this context, based on industry best practices and recommendations, as well as a better understanding of these new regulatory and normative provisions, the Group may need to review certain reporting and communication practices in future issues of its sustainability statement.

The Group adopts a policy of continuous improvement in this reporting and communication exercise.

This Eiffage sustainability statement meets the requirements:

• ■of Order 2023-1142 of 6 December 2023 on the disclosure and certification of sustainability information and the environmental, social and corporate governance obligations of commercial companies. This Order is the transposition into French law of European Directive 2022/2464 of 14 December 2022, known as the CSRD (Corporate Sustainability Reporting Directive);
• ■and of European Taxonomy Regulation (EU) 2021/2178.

The ESRS applicable to Eiffage were selected based on the material issues arising from the double materiality assessment carried out in 2023-2024. All ESRS apply to the Group.

This statement covers the entire value chain, taking into account both the Group’s own operations and its upstream and downstream value chain. For example, the double materiality assessment was conducted across the value chain as a whole.

The material impacts, risks and opportunities relating to the upstream or downstream parts of the Group’s value chain are shown in the table in section 2.1.4 / Material impacts, risks and opportunities and their interaction with the business model [SBM-3]. These IROs are dealt with in the relevant parts of the statement, as appropriate. In addition, greenhouse gas (GHG) emissions also encompass the entire value chain, as indicated in the table in section 2.2.3.4.3 / Gross GHG emissions [E1-6].

As defined in the CSRD, the scope of consolidation for the Group’s sustainability reporting is the same as that used for its financial statements. In general, companies fully consolidated in Eiffage’s consolidated financial statements are included in the scope of the sustainability statement. Some entities, particularly at Eiffage Route, whose financial indicators are not significant and which are therefore not consolidated in Eiffage’s financial statements, have been included in the non-financial reporting where relevant.

Joint ventures have been treated as follows in the sustainability statement:

• ■for joint ventures in which Eiffage’s share of revenue is less than €5 million for the reporting year, 100% of the environmental data are reported if Eiffage manages the joint venture. Otherwise, they are not reported;
• ■when Eiffage’s share of the revenue of a joint venture is at least €5 million for the reporting year, the environmental data are reported in proportion to Eiffage’s share in the joint venture. The environmental data for such joint ventures will also be reported on a pro rata basis in subsequent years, regardless of the share of revenue for the reporting year in question.

It should, however, be noted that, for this statement on the 2024 financial year:

• ■some subsidiaries acquired by the Group during the reporting period and included in the scope of consolidation of the financial statements for the 2023 financial year did not take part in the quantitative data collection exercise. Their numbers vary in the following cases:
  • ❯with regard to social data, 36 subsidiaries did not take part in the 2024 campaign. Of these, 9 do not use the Group’s reporting tool and have fewer than 50 employees. The other 27 were unable to take part in the campaign for organisational reasons,
  • ❯with regard to environmental data, 41 subsidiaries did not take part in the 2024 campaign. Of these, 10 have a non-significant environmental impact because of the nature of their business and have fewer than 20 employees. The other 31 were unable to take part in the campaign for organisational reasons;
• ■of the subsidiaries included in the scope of consolidation of Eiffage’s financial statements during the 2024 financial year, only the most significant companies, namely EQOS, Salvia and Van den Pol, have been included within the scope of the sustainability statement. These subsidiaries were selected based on their workforce (more than 250 employees) and their annual revenue (in excess of €50m). Note that environmental data of the EQOS Group were estimated from quantitative information for 2023, to which the annual growth rate between 2023 and 2024 was applied. Support will be provided for 32 other, smaller subsidiaries that joined Eiffage in 2024 so that they can report from the 2025 financial year.

Consequently, taking the exclusions described above into account, the coverage rates for quantitative information correspond to:

• ■98.6% in terms of workforce, for the social component;
• ■99.0% in terms of revenue, for the environmental component.

Some quantitative data have a lower coverage rate due to the lack of information from companies other than those listed above. This concerns the following information relating to the social and environmental components:

• ■Social data: some quantitative information is only disclosed for France, which corresponds to a coverage rate of about 64% in terms of workforce for the data in question. Given the type of information, estimates would not provide quality results. More work is needed for entities based outside France, on the one hand to clarify certain definitions in accordance with local regulations, and on the other hand to ensure harmonised, high-quality data collection and consolidation across the Group as a whole. The aim is to cover the entire Group within three years. Trial collection of some of these data began in the 2024 financial year.
• The data for which the reporting boundaries are limited to France can be seen in the headings of the relevant tables. This relates to certain data points for the following disclosure requirements: Overview of the workforce [S1-6], Overview of non-salaried employees [S1-7], Collective bargaining agreements and social dialogue [S1-8], Diversity [S1-9], Inclusion [S1-12], Training [S1-13], Health and safety [S1-14], Compensation [S1-16] and Incidents, complaints and severe human rights impacts [S1-17].
• For accident frequency and severity rates, the coverage rate is 94.3% in terms of number of employees.
• ■Environmental data: narrow reporting boundaries apply for quantitative information relating to the disclosure requirement on resource outflows E5-5. Efforts are made each year to extend the reporting boundaries. This relates to:
  • ❯the quantities of waste generated that are disclosed for France, Germany, the Benelux countries, Spain and the UK, representing a total of 92% of the Group’s revenue;
  • ❯information on waste treatment that is disclosed for France, Belgium, Luxembourg and Spain, representing a total of 76% of revenue. In 2024, data from Belgium and Luxembourg were included in the data disclosed on these indicators.

The methodological note detailing the process for determining taxonomic indicators, as well as the regulatory taxonomic tables, is included as an appendix to this sustainability statement.

This section summarises all the specific circumstances that applied when drafting this statement, as required by ESRS 2.

The Group has not deviated from the medium- or long-term timeframes as defined in ESRS 1:

• ■short term (ST): one year (“the period adopted by the company as the reporting period in its financial statements”);
• ■medium term (MT): more than one year and up to five years;
• ■long term (LT): more than five years.

The quantitative information relating to Scope 3 GHG emissions has been estimated. This is mentioned below the emissions table in section 2.2.3.4.3 / Gross GHG emissions [E1-6]. Some of these estimates involve a high level of uncertainty, for example those based on a monetary amount. Generally speaking, as part of a continuous improvement drive, the Group is working to improve the collection and consolidation of quantitative information using the Group’s existing tools and processes.

The quantitative information on GHG emissions for the year ended 31 December 2024 has been extended to some Eiffage Route entities that are not part of the scope of consolidation and that were not included in the quantitative information on GHG emissions disclosed in the non-financial performance statement for the 2023 financial year. This scope has been extended to include subsidiaries over which the Group has operational control.

In addition, Scope 1 and 2 GHG emissions for the 2019 reference year were recalculated for international entities during the 2024 reporting campaign, after the reporting boundaries for consumption indicators were extended. This is because some indicators only applied to France during the 2019 financial year.

The GHG emissions table in section 2.2.3.4.3 / Gross GHG emissions [E1-6] shows the Scope 1 and 2 emissions calculated for 2024 and recalculated for 2019 (reference year) and 2023, based on the reporting boundaries used for 2024 (see text below the table).

Three cogeneration plants had not been reported since they joined the Group due to an oversight and were therefore an unintentional omission. The energy consumption data and GHG emissions for these three plants have been included in the 2019, 2023 and 2024 data to rectify this error.

The information from other legislation requiring the Group to disclose sustainability information is listed in the tables under other European and French regulations, appended to this statement.

Lastly, as the Group has incorporated information by means of cross-references, this information is listed in the table below.

Over the past fifteen years, Eiffage has been committed to reducing the impact of its activities and continues to intensify its efforts to further an ecological transition that is vital for everyone. Economic activities cannot be sustained unless the principles of sustainable action are observed. This means working to decarbonise activities and limit the extraction of natural resources (materials and water), and systematically avoiding, reducing and offsetting our impacts on ecosystems and biodiversity. Eiffage’s environmental strategy has given it a roadmap for deploying concrete and realistic action plans in each of its divisions, which are gradually finding their place in new business models.

The Group’s environmental strategy is overseen by the Sustainable Development and Transversal Innovation Department (SDTID), which advises the divisions on environmental protection and environmental risk prevention. The SDTID monitors environmental issues for legal, regulatory and competitive developments and ensures that its environment expert and innovation networks disseminate environmental knowledge uniformly throughout the Group’s divisions and operational departments, most notably by organising environmental training courses.

The SDTID’s main objectives are to:

• ■monitor and co-ordinate the deployment of the Group’s strategies in the four divisions, by designing and developing tools for monitoring and implementing action plans, often through cross-functional innovation;
• ■create and co-ordinate environmental training courses for worksite supervisors, engineering office staff, sales people and other cross-functional personnel;
• ■provide the technical, organisational and legal support the divisions need to manage environmental risks during the project design, construction and operation phases;
• ■develop ambitious environmental solutions that operational teams can include in their tenders.

In addition, the SDTID assists the Group’s cross-functional departments that are involved in the ecological transition, namely the Purchasing, Human Resources, Internal Audit and Compliance, Finance and Accounting departments and the engineering and innovation functions. Reporting directly to the Group’s Chairman and CEO, the SDTID sits on the Group Management Committee, attends some meetings of the Executive Committee, and is consulted by the Board of Directors’ Strategy and CSR Committee, and by the Audit Committee to validate ESG data consolidation processes.

In 2024, the SDTID actively expanded the scope of its actions. An SDTID expert was recruited for the BeLux entities. Based in Brussels, this person assists local teams in deploying the environmental strategy, sharing the Group’s best practices and tools, and coordinating the management of ESG data. Furthermore, the "envirotours" conducted in France in 2018 and 2019 were resumed in the second half of 2024 in six French regions and in Brussels. These half-day events are an opportunity to engage with employees and raise their awareness of the challenges of the ecological transition, for example, by presenting the “2tonne” workshop and sustainable development initiatives that were employed for local projects. At these events, Eiffage’s Executive Management makes sure to remind that the ecological transition is a collective undertaking that is vital to ensuring the development of the Group's activities and to improving the quality of life in local communities. These new envirotours have enabled the training of 36 leaders of 2tonnes workshop in France and BeLux, and the awareness-raising of 540 employees. The envirotours will continue in 2025 in the other regions of France and in other countries where Eiffage is present.

Over the past few years, the environment network has been strengthened in each division and continues to adapt its organisation to meet the growing challenge of environmental compliance in the construction and motorway concessions industries.

Construction division – The Quality, Safety and Environment Department was restructured in early 2024, and the environmental management system (EMS) was revised to deal with environmental risks more effectively. Pricing analysts in France are trained in new pricing processes and in the FinalSafe software, which facilitates the monitoring of environmental and health-safety action plans. A data management interface that will enable the real-time monitoring of action plan progress is also being developed. The environment network is currently being deployed internationally. An environment expert has been appointed for the Benelux countries, where FinalSafe will be deployed in 2025, initially in French and subsequently in Walloon and Flemish. National environment experts are currently being recruited in Switzerland and Poland, which will enable the deployment of FinalSafe in these countries.

Infrastructure division – This division has two distinct certification scopes: one for the Road business lines and another for Civil Engineering and Metalllic Construction. Monthly meetings are held to share information and experience between these two scopes and co-ordinate their actions. Each operational department has one or more low-carbon experts. The network of low-carbon experts is managed separately for each scope and coordinated at the division level.

• ■Eiffage Génie Civil | Métal - The Quality, Environment (QE) and Low-Carbon Department assists European and Senegalese subsidiaries and business lines in achieving the Group’ objectives. This includes monthly QE meetings with the French network, meetings with subsidiaries in Belgium, Germany, Spain and Senegal every two months, low-carbon meetings with the French-speaking network and low-carbon events with European subsidiaries every two months. To encourage the exchange of information and the sharing of best practices, low-carbon meetings may also be attended by low-carbon experts from other divisions, the SDTID, equipment department personnel and the Purchasing Department’s low-carbon experts.

• ■Eiffage Route – The CSR Performance Department has established a common policy and roadmap to accelerate the implementation of Eiffage's Horizon 20-25 strategy plan and its associated environmental action plans in all Road business lines. Action plan progress and results are monitored quarterly with the business line managers. A steering committee composed of one low-carbon expert from each region specifies low-carbon actions for each of the divisions’ quarries.

Energy Systems division – The seven members of the division's Quality, Safety and Environment (QSE) Department work in liaison with the QSE managers of the French regional divisions and European subsidiaries. In 2024, the recruitment of an international coordinator was undertaken to organise the environmental actions of the division’s international entities.

Concessions division – The division's Technical Department coordinates collaborative work between the concession subsidiaries and the head office, by proposing uniform processes and disseminating best practices for projects. Within this department, the CSR team works to engage project owners in supporting the societal and environmental objectives of the division and the Group.

APRR-AREA – The division’s ecological transition is overseen by the Infrastructure and Concessions Department, which ensures that the division’s objectives are aligned with those of the Group. It is supported by the Ecological Transition, Innovation and Development Department, and theOperations and Property Assets departments. The Property Assets Department's Environment Unit assists the Operations Department in complying with the environmental regulations that apply to motorway construction and maintenance, and in monitoring and managing any associated offset measures. Once to twice a year, the Environment Unit brings together some twenty employees to discuss new initiatives and their implementation, work methods and innovative approaches.

Eiffage has equipped all of its divisions with an effective solution for monitoring compliance with environmental regulations. This solution’s tools and legal advisory service give Eiffage’s divisions in France online access to up-to-date regulatory compliance information for all of their sites. The SDTID uses this information to issue a monthly environmental regulatory intelligence newsletter that is distributed internally. This newsletter serves to:

• ■highlight key environmental regulations;
• ■ensure that operational staff understand these regulations;
• ■show how these regulations relate to current events and regulatory issues;
• ■centralise regulatory information and the Group's various guides.

As a construction and motorway concessions group, Eiffage uses various means to deploy innovation, for example, in laboratories that develop a specific product or process, during a project’s design phase, at a worksite, or via cross-functional workgroups. By combining multiple disciplines and support expertise in such areas as purchasing, legal and sustainable development, cross-functional workgroups accelerate the process of transforming an innovative idea into a marketable product or service. All Eiffage business lines work with industry leaders to find new solutions in their respective areas of expertise.

To assist them with this task, the Group’s divisions can count on the expertise of the Sustainable Development and Transversal Innovation Department (SDTID), which coordinates Eiffage’s overall innovation system and reports directly to its Chairman and CEO. Efforts to set up and launch a Group-wide innovation network came to fruition in May 2024 at a one-day innovation event that was attended by all business lines. The Group's Chairman and CEO took this opportunity to reaffirm that the objectives of this inter-division network are to promote the sharing of experience and ideas between business lines, promote cross-functional innovation projects throughout the Group, and increase the involvement of international subsidiaries.

The SDTID deploys a multitude of means to stimulate innovation. For example, innovative solutions and achievements are featured on the Group's Innopédia collaborative platform, which was revamped in 2024.

Both of the Group's funds work to strengthen its culture of innovation, accelerate the ecological transition and develop differentiating solutions. The E-Face fund finances the cost difference between a conventional technology, material or other solution and a lower carbon emissions alternative. As for the Seed'Innov fund, it co-finances up to 50% of the eligible expenditure of an innovative project, for research, investment, experimentation, etc.. For example, in 2024 Seed'Innov funded a logistics platform in the Lyon metropolitan area that promotes the recycling and reconditioning of finishing materials from deconstruction sites while providing back-to-work employment.

In addition to the fund's Group-wide efforts to support projects that involve multiple business lines, in 2023 Seed'Innov funds were set up within the divisions to support projects that are specific to their business lines. This redefinition of Seed’Innov’s activity has increased its budget by over 85% and has already resulted in the launching of 10 new division-specific projects. One example is a demonstrator two-storey building in Brittany constructed with compressed earth bricks made from excavated and recycled soil.

The Group's efforts to promote in-house innovation also include the Start.box suggestion box, Start.lab internal workgroups, and Sekoya calls for solutions.

In 2024, the Start.box engaged employees in eight Group-wide and business-line specific innovation campaigns. For example, 941 employees participated in the "In between 2 waters" campaign, launched on World Drought Day, with a total of 138 ideas contributed, such as how to recover rain water at construction camps for use at worksites.

Sekoya – the industrial club created in 2017 in partnership with Impulse Partners – aims to accelerate the implementation of sustainable and innovative solutions in its members' projects. In 2024, the 6th Sekoya call for solutions got over 80 start-ups and SMEs thinking about "How data can improve environmental performance" and "Eco-sufficient construction solutions". Over the six years of Sekoya’s existence, over 350 innovative solutions have been submitted by start-ups and small to mid-size companies. Of these, 30 have been selected for further development and some 20 trial projects have been launched with the Sekoya's partners.

Gustave Eiffel University is one of the universities with which Eiffage has been working for many years. Eiffage Route's R&D teams are supervising and financing a PhD thesis within the framework of the European Cofund Cleardoc project to research, develop and characterise paving materials specifically designed for urban heat islands. The project's objective is to reduce the surface temperature of pavements by optimising their evaporative properties. This innovation could subsequently be tested at Eiffage Route's site in Hyères, which has already hosted an urban cool island demonstrator.

Orra is an optimised rolling resistance asphalt the development of which was spearheaded by Eiffage Route within the framework of the I-Street project’s "Asphalts of the Future" module. A laureate of Cerema's CIRR roads and motorways innovation competition in 2022, Orra came back into the spotlight in 2024 with:

• ■an internship at Eiffage Route's CERF R&D and training centre, in Corbas, which enabled the development of new methods for assessing the textural properties of pavements in relation to their rolling resistance.
• ■a trial project on the A49 motorway, conducted under the aegis of the CIRR, that will enable Gustave Eiffel University to use a specially equipped vehicle to measure rolling resistance in situ.

For several years now, the use of green chemistry to make asphalt mixes is also being explored. In 2024, at the TRA congress in Dublin, a Gustave Eiffel University researcher presented the university's work to develop the Biophalt asphalt for the Irish Department of Transport. By the end of the year, this work resulted in the first road construction project in Ireland to use this new asphalt.

Ceebios, which provides research and consultancy services in biomimicry technologies, is another long-standing partner of Eiffage. Eiffage is leveraging Ceebios' expertise to familiarise its business lines with some practical applications of biomimicry, which looks to nature for innovative solutions to the challenges of sustainable development. This partnership includes online resources, a series of conferences, and participation in a network of academic and entrepreneurial partners. Already aware of the potential of biomimicry technologies, Eiffage entities were able to draw on Ceebios' expertise in 2024 to see how nature’s strategies could help them meet their needs in terms of materials, products and solutions for urban environments. This effort is being pursued, with the aim of producing the first proofs of concept in 2025, which will enable the development of prototypes. Eiffage also contributed to the Biomim'City Lab, which brings together construction project owners and managers who are working to use biomimicry technology to accelerate the development of the regenerative city.

Since 2022, Eiffage has also been involved in the Low-tech Group, led by Paris&Co. After months of work, in 2024 Eiffage and its partners BNP Paribas Real Estate, GRDF, Groupama Immobilier and SNCF Immobilier, with the support of AREP and ADEME, issued a guide promoting the development of low-tech cities. The low-tech approach seeks to meet environmental challenges by ensuring that projects are tailored for their environments, so that they are useful, eco-sufficient and sustainable. The low-tech guide is designed to enable all urban development actors to understand and support a low-tech approach. Intended for project designers, contractors and users, the guide comprises 14 how-to documents, with examples of the co-benefits, indicators and inspiring projects of the low-tech approach.

The SDTID's 2023 review of training in the divisions resulted in an overhauling of training programmes in 2024, with the objective of harmonising training initiatives between the divisions and ensuring that they are relevant to job profiles. All divisions reported a need for more training of line managers.

The following three main training priorities were jointly determined:

• ■creating an environmental leadership training course for managers, to enable them to:
  • ❯understand business-specific environmental impacts;
  • ❯identify the main environmental risks;
  • ❯make the Group's environmental strategy a lever for growth and deploy it effectively within the overall strategy plan;
  • ❯inform employees about environmental issues and get them involved.

This training will be rolled out in 2025 to all managers of profit centres and support functions, including top managers;

• ■identifying the target profiles and an appropriate training path for each one. This involves the following three steps:
  • ❯determining the target profiles within the job categories to be prioritised for training (e.g. construction, engineering, sales, management, support functions, etc.);
  • ❯creating, in collaboration with Human Resources departments, a table of environmental training objectives that matches the target profiles with knowledge and skills requirements;
  • ❯mapping out the Group's environmental training programmes.

This work has made it possible to identify jobs for which insufficient or even no training is provided, and to prioritise the need for environmental training for positions that are environmentally strategic. The ultimate aim is to determine a minimum requirement of environmental competence for each job category.

• ■developing a tool for monitoring environmental training, with quantified objectives, which are currently being determined within the divisions. This tool will serve to:
  • ❯monitor the training efforts of the divisions and consequently each business line's engagement in the ecological transition as reflected in its environmental training plan;
  • ❯enable the divisions to monitor their progress and thus manage their environmental training plans more easily and effectively;
  • ❯consolidate Group and division environmental training reports.

In addition to the above, in 2024, 409 employees attended the Group's ongoing in-house training courses in "Worksites and the environment" and in "Differentiating through ambitious environmental design". These one-day courses have been provided for several years now, in collaboration with Eiffage University. They are conducted in a classroom setting by environmental trainers from the divisions and SDTID and are intended for groups of fifteen to twenty people from the Group's various divisions. The aim of these training courses is to enable trainees to identify the major environmental challenges and their risks during the project design and tender response phase and at worksites. These two training courses review current environmental regulations, how to avoid and reduce our environmental impacts during the design phase and at worksites, and how to view environmental challenges as an opportunity to stand out from the competition and get employees engaged in a virtuous project. When training is completed, trainees are expected to know how to respond to key environmental issues, and to further the ecological transition of their activity.

During the year, 529 employees attended the "A pioneering low-carbon strategy” online training course, an initiative of the Group's low-carbon policy launched in 2023 in collaboration with Eiffage University. Employees will not be issued a new company or service vehicle until they take this training module. It provides scientifically verified data on climate change, explains the Group’s low-carbon strategy and the carbon calculation tools used by the business lines, and presents the responsible innovations they have developed.

Eiffage has also partnered with three external training organisations to develop the following diploma programmes:

• ■the Bioterre master’s degree programme at Paris 1 Panthéon-Sorbonne University, which addresses the challenges that major infrastructure and urban development projects pose to natural environments. Since 2009, 70 Eiffage employees have completed this master’s degree on a work-study basis, with another joining the programme in September.
• ■a master's degree programme in "Low-carbon management of construction projects" established by ESTP, a leading French civil engineering school, in collaboration with École supérieure du bois (ESB), a French engineering school in Nantes specialised in wood and biosourced materials, which opened its doors in September 2023;
• ■a master's degree programme in ecological engineering established in September 2023 by ESTP’s Ecological Engineering teaching and research chair, which is funded by AgroParisTech, the Union professionnelle du génie écologique (UPGE) and Eiffage. This programme, which is to be launched in 2025, seeks to provide dual expertise in both civil and ecological engineering that will enable graduates to adapt their urban development projects to the ecological functioning of their environment.

Eiffage has expanded its range of environmental awareness training initiatives, all of which are supported by the SDTID and deployed by Eiffage University or directly by the divisions. They are intended for all employees, from technicians to supervisors, in all business lines, and deal with all environmental themes. The main initiatives are:

• ■The Climate School, created in partnership with AXA Climate in 2022, is accessible on the MyUniversity platform. It is divided into two complementary series: the Understanding series provides scientific knowledge and information about the environmental challenges that must be faced, while the Doing series looks at what companies can do to meet these challenges and invites employees to take positive climate action in their day-to-day work. The 19 Climate School courses consist of short, fast-paced videos and test questions. A course on how to address biodiversity issues at Eiffage is also available. A "foundation" course covering basic concepts was set up near the end of 2024, to prepare trainees for the Climate School.
• ■The 2tonnes workshop: made available to employees in 2024 and supported by SDTID, which has funded the training of some 40 in-house facilitators. Its main objectives are to:
  • ❯provide a better understanding of ecological transition actions, for both individuals and groups;
  • ❯provide a systemic vision of the transition that takes into account the potential interactions between societal actors, as well as interactions between key ecological challenges;
  • ❯facilitate decisions and engage employees in a culture of constructive and effective action.
• ■Climate Fresco games, which are an effective tool that each division deploys to raise the awareness of its operational staff.

Throughout the year, Eiffage and its divisions organise special events on global, European and national environmental theme days. In 2024, the Energy Systems division proposed events for three theme days.

To mark the 2024 European Sustainable Development Week, all Group employees were invited to attend an “Inspirational Boost" conference organised by training company Edeni, which covered various ecological transition topics. To enable as many people as possible to physically attend this conference, it was held at the Group's head office in Vélizy, near Paris, in Lyon, in Arendonk, Belgium (in English) and in Albacete, Spain (in Spanish). A live webcast was also available.

Divisions and subsidiaries in France and abroad have made “15-minute environmental talks” a routine practice. These talks provide regular opportunities for discussing and sharing information on various environmental topics, such as the proper use of chemicals, waste sorting, etc. Some divisions have also developed and deployed specific training and awareness-raising tools. For example, in 2024 APRR-AREA organised half-day training for Operations Department personnel on the implication of the ecological transition on the management of their projects. In collaboration with the low-carbon training institute IFC, the Infrastructures division organises a half-day interactive workshop for senior managers, project managers, sales staff, pricing analysts, engineering liaisons and construction planners on the challenges of global warming, its impacts on the division's activities, the adaptation and mitigation solutions to be implemented, and the tools available within the Group. During the year, Eiffage Génie Civil's monthly "C pour demain" podcast continued to inform employees about environmental issues and share experience from the field.

In accordance with the 2025 Purchasing Roadmap, the Purchasing and Decarbonisation training course launched in 2022 is mandatory for all Eiffage Group buyers. This training aims to give them all the knowledge and tools they need to make carbon reduction an integral part of their daily work, and to encourage suppliers to engage with the Group's effort to decarbonise its purchases. 61% of the Group's buyers in France have already received this training, the deployment of which will continue throughout 2025.

As a member of the Global Compact since 2005, Eiffage is absolutely committed to respecting people, be they employees, subcontractors or suppliers. The Group’s commitment is reflected in an ethical approach that applies across the board, to both internal and external stakeholders. This is based on a Code of Conduct and whistleblowing system that enables any situations that appear to run counter to Eiffage’s core values or conflict with matters of general interest (such as human rights and fundamental freedoms, environmental protection or health and safety) to be reported without fear of reprisals or receiving anything in return. The whistleblowing reporting process and the procedure for handling reported concerns are described in section 2.4.1.2.2 / Corporate culture and business conduct policies [G1-1], action plan and targets/results.

Eiffage understands respecting people to encompass a range of fundamental principles that apply throughout the Group’s operations: prevention, safety on worksites and psychosocial risks, alongside equal opportunities, social employment and non-discrimination. These principles form part of the 2020-2025 Strategic Plan and are classified in four priority groups with quantified targets:

• ■anticipate the evolution of jobs and skills to keep pace with changes in the Group’s business activities;
• ■differentiate the Group through its employer brand and values;
• ■embrace diversity and equal opportunities to drive performance;
• ■protect employees’ health, safety and quality of life in the workplace.

The Group’s strategy focuses on employees’ quality of life in the workplace and on industrial relations climate. A range of measures, both regulatory and voluntary, are used to assess employee satisfaction and understand their expectations and concerns. Employee satisfaction surveys are regularly carried out in each division on an annual or biennial basis to measure this parameter in connection with various aspects (working relations and organisation, safety, management quality, personal development, etc.) and these are used to draw up progress plans. The Infrastructure division has been awarded Happy Trainees status based on positive assessments by its interns in recognition of the Group’s support for its employees and how it is perceived by the workforce.

As their careers within the company progress, employees are always able to raise their concerns or discuss their expectations during departmental meetings or one-off sessions with their line manager (specifically via the annual appraisal interview) or their HR officer.

These HR initiatives and procedures demonstrate that employees’ expectations are taken on board throughout the Group’s divisions.

All Group employees and non-salaried workers (temporary workers and interns) may be affected by social issues that apply to any company, such as health, safety and well-being in the workplace, equality and equal opportunities, discrimination, harassment, skills development, etc. Employees working on worksites or in Group plants and quarries are accordingly more exposed to health and safety risks such as workplace accidents and work-related ill health. Every year, each division identifies health and safety risks to determine the jobs exposed to the highest risks.

However, there is no material impact as a result of the Group’s transition plans.

Section 2.3.2 / Workers in the value chain [S2] describes the Group’s human rights commitments, which also include the Group’s workforce.

The Group’s double materiality assessment brought to light the following impacts, risks and opportunities that affect the Group’s workforce. These are addressed via the four priority areas making up the Group’s HR strategy (see the introduction to section 2.3 / Social information) and via the Group’s business model, which regularly reviews operational processes with a view to reducing the Group’s risks, dependencies and negative impacts, as well as accentuating its positive impacts.

The very nature of its operations means that Eiffage is exposed to health and safety risks, both in France and abroad, and these are well established for each division. The figures set out in the infographic below are taken from accident statistics for France and other countries and cover both Group employees and temporary workers.

Most workplace accidents occur on worksites (construction, infrastructure and extraction of raw materials), with potentially severe, or even fatal, human consequences for those involved, be they salaried employees, temporary workers or subcontractors. Working in this sector also poses an increased risk of specific work-related ill health, notably musculoskeletal disorders due to specific postures and actions adopted in the workplace, and chronic conditions associated with manual labour. The sector also incorporates a large number of factors that can trigger psychosocial risks: short contracts, shift work or irregular working hours, difficult working environments, doubly so for foreign workers, who also have to make cultural adjustments, all of which are liable to affect employees’ mental health. In addition to stress and professional burnout, harassment can also lead to risky situations.

The rise in the number of extreme climate events observed over recent years (floods, drought, heatwaves, cold spells) may lead to negative impacts on the health and safety of workers, especially employee categories working in plants or outside. The occurrence of climate hazards poses a risk that may impact the smooth running of worksites and increase the regulatory constraints to which the sector is subject.

If a very serious accident (potentially involving the death of an employee) or repeated accidents were to occur, this could have a negative impact on the Group’s reputation, image and appeal. Eiffage might be accused of negligence, thus losing the trust of its stakeholders.

The divisions’ risk prevention departments identify health and safety risks on an annual basis, enabling them to target the positions or operations exposed to risks.

The sectors and business lines in which Eiffage operates (construction/renovation, civil engineering, highways and metalworking, maintenance of motorway networks, etc.) are experiencing structural labour shortages that are liable to constrain business growth on a sustained basis. The various transition projects – ecological, energy, digital and citizen-driven – also need to attract and onboard new skills and talents which are still hard to source on the employment market. At a time when Eiffage has defined the ecological transition and innovation as two key areas of its strategy plan, directing its operations towards the low-carbon sector, the solution is to employ a proactive human resources policy seeking to expand the talent pool while increasing the Group’s visibility and promoting the development of some types of skills.

Skills development is essential on a number of fronts. Firstly, this enables employees to adapt to their role in terms of technological or economic changes in the sector and fit in with corporate strategic priorities (which in Eiffage’s case means a focus on the ecological transition and innovation). In other words, the aim is to develop their employability throughout their professional career. It also plays a part in promoting employee engagement and loyalty and maintaining the company’s appeal by offering employees the opportunity to enhance their skills, develop their careers and widen their knowledge base by taking part in a broader range of projects or even changing jobs. Last but not least, it also helps promote equal opportunities among employees.

The interview, appraisal and performance cycles undertaken by all employees and the staff review programme ensure that employee skills are aligned with their job description and allow appropriate and specific training pathways to be defined.

The right to freedom from discrimination in the world of work is derived from two European directives and is based on the principle of equality, which is a fundamental human right. Both the French Criminal Code and the French Labour Code set out 26 discrimination criteria. It is illegal to treat an individual unfavourably on the grounds of their origin, gender or sexual orientation, whether they belong to a religion, group or ethnicity, etc. Companies also have obligations with regard to inclusion and diversity in respect of disabled workers (Equal Rights and Opportunities Act) and professional equality between men and women, in particular equal pay, as covered by a number of legislative texts. Failure to comply with these obligations may lead to sanctions and may damage the company’s reputation and image. This is why the Group has made this one aspect of its HR strategy: “embrace diversity and equal opportunities to drive performance”. The measures taken within the Group and coordinated by the Diversity, Inclusion and Equal Opportunities Club and its diversity/disability representatives within the divisions ensure that team members are aware of these subjects and enable them to implement appropriate action plans.

Harassment in the workplace also has a negative impact on employees since it can lead to psychosocial risks and is detrimental to well-being at work. Harassment complaints may also damage the Group’s reputation and sour industrial relations. The Group is under an obligation to protect its employees and must take action by implementing all the necessary measures (identifying signs of harassment, preventive measures, support, penalties, etc.). The network of PSR experts (who specialise in psychosocial risks) within the divisions and HR measures to monitor employees throughout their career provide a means of supporting employees who may be exposed to harassment issues and taking the necessary actions to avoid and address this impact where applicable.

A good industrial relations climate and constructive relationships with unions and employee representatives are essential for the long-term success of the Group. They provide a means of anticipating and resolving conflicts, improving quality of life and working conditions and thus play a key role in ensuring employee satisfaction, engagement and loyalty while promoting better individual and collective performance levels.

The Group respects the OECD Guidelines and the ILO Conventions in all countries in which it is located. All the Group’s commitments in relation to human rights are described in section 2.1.2.1 / The Group’s CSR commitment.

The Group applies these commitments as part of its 2020-2025 Strategic Plan (see the introduction to section 2.3 / Social information). The Group’s policies on social aspects apply to all staff and are described in the Eiffage risk management guide which can be accessed on the intranet by all employees. They set out the Group’s vision and rules in this connection, along with the risks and impacts to which they relate. These policies are created by Eiffage Executive Management and then implemented in operational terms within each division by the human resources and risk prevention departments. The strategic line is therefore decided at corporate level, leading to specific action plans adapted to the various business lines and local conditions within the divisions. Employee satisfaction surveys are carried out regularly in the divisions. These are combined with the strategic plan monitoring indicators to measure the progress made.

The policies can be consulted by employees, presented and monitored in national employee representative bodies and presented locally in social and economic committees (CSE) as part of mandatory annual consultation exercises. The risk management guide, which sets out the Group’s rules, is regularly updated by the Risk Management and Compliance department in consultation with experts in the relevant business lines (HRD and divisions for HR and risk prevention matters). In France, all employees are covered by a collective bargaining agreement and company agreements. In Europe, employees are covered by the applicable regulations and standards. In addition, Eiffage’s business sectors are covered by agreements relating to the relevant professional division, and suppliers and subcontractors are also covered by these agreements.

To respond to the significant health and safety challenges inherent to their business sector, specific departments are responsible for these subjects within the divisions, notably the risk prevention departments. These departments work closely together in order to apply the Group’s strategy in this area within their respective divisions. The Group’s health and safety strategy is agreed and driven at the highest level as a fundamental part of the Eiffage’s 2020-2025 Strategic Plan and is a means of responding to negative impacts and the following three material risks:

• ■workplace accidents, work-related ill health, psychosocial impacts;
• ■impact of climate hazards on the health and safety of Eiffage employees and its value chain;
• ■reputational damage, disputes and sanctions in the event of serious accidents or repeated high-profile accidents.

The Group’s strategy is to make every effort to reach zero risk and 100% safety. It is primarily concerned with involving all employees, ensuring management accountability, sharing experience and expertise between divisions and among partners, anticipating potential risk situations, systematically analysing accidents and incidents and promoting innovation to reduce stresses and strains, etc. In other words, Eiffage carries out its operations with a view to guaranteeing safe working conditions for its employees and external contractors operating on its sites and projects (temporary workers and partner companies). Across all the Group’s sites, its aim is to provide human resources and equipment that comply with the applicable laws and regulations. All the Group’s business lines, subsidiaries and entities are covered: in France and in Europe the Group’s divisions and subsidiaries use a safety management system that complies with the requirements of international standards: ISO 45001 certification for Eiffage Construction and most Eiffage Génie Civil and Eiffage Métal entities, MASE certification for Eiffage Route, and both ISO 45001 and MASE certification for Eiffage Énergie Systèmes. On the international level, the Group adapts its practices to local regulations and conditions, while seeking to harmonise them as closely as possible with its own standards. In 2024, the Group’s safety-certified revenue came to 47% in France and 40% internationally.

The Group’s key strategic health and safety pointers form part of the strategic plans of the various divisions via divisional safety policies which are adapted to their specific risks and activities. Within each division, these policies, along with targets and action plans, are drawn up by the risk prevention department under the responsibility of senior management and with the support of the management committee. They are adjusted and updated regularly with a view to continuous improvement.

The health and safety strategy is rolled out in the divisions and implemented by networks of health & safety specialists assisted by managers and supervisors who make sure that the rules are observed, good practice is shared and feedback from the workplace is taken on board. It is based on a core set of procedures, operating rules and prevention tools that serve a dual purpose:

• ■to take preventive actions by developing a safety culture spanning all levels;
• ■and apply strict procedures for monitoring and verifying anomalies to ensure that accidents and incidents are not downplayed and do not happen again.

All resulting actions and the tools and indicators introduced make it possible to monitor and improve the results and define targeted actions in the event of any safety breaches. The measures in place are based on a number of mechanisms: clear rules that are accessible to all; training adapted to all career pathways and business lines; regular communications to all employees to share highlights; enhanced safety management making good use of feedback and assessment of previous actions; procedures drawn up in consideration of operating requirements and incorporating the views of partners; and highly effective tools.

All the procedures described below have been approved at Group level by executive management and are implemented by the divisional human resources departments, which meet at periodic intervals via the Group HR committee to apply the 2020-2025 Strategic Plan. As in the case of health and safety aspects, measures are then taken in the divisions by HR teams or specific networks according to the relevant topics.

In a tight labour market, Eiffage’s ambition is to be an attractive employer. The Group’s human resources teams are faced with a double challenge: to attract a large number of candidates, on the one hand, and to include profiles from a variety of backgrounds, including women and young talent in particular, to expand their pool of candidates and enhance the creative capacity on offer.

Within the Group, there are a number of mechanisms for addressing risks associated with recruitment and maintaining employee loyalty, as revealed in the 2024 double materiality assessment via the risk referred to as “Business lines facing labour shortages and experiencing difficulties in attracting the skills needed for the ecological and social transition and for the Group’s new business (IT, data)”. These include the Talent – Employer brand initiative, the internal mobility policy and employee share ownership.

There are two parts to the Talent – Employer Brand initiative:

• ■employer branding takes place at Group level with cross-functional actions aimed at enhancing the visibility of the Eiffage brand and highlighting its strengths and unique advantages;
• ■the staff recruitment and hiring policy, which is based on underlying Group principles set out in the risk management guide and applied by the divisions, who set their own recruitment targets for each profile and draw up strategies and action plans geared to their specific business lines and employment areas.

With an eye to diversity and equality, the Group carries out a structured recruitment process (with neutral job advertisements, objective selection criteria, a non-discriminatory interviewing technique, non-discrimination training for operations managers and recruitment officers) which guarantees the absence of any kind of discrimination (ethnic or social origin, gender identity, people with disabilities, religion, political opinions, etc.). Along similarly transparent lines, internal vacancies are published on job boards that are accessible to all employees. This approach helps make Eiffage a more attractive employer and plays a part in ensuring that the Group hits its quantified recruitment targets.

The Group’s internal mobility policy is described below as part of the procedure to develop employees’ skills.

Employee share ownership, which strives to share value, is part of Eiffage’s DNA. The employee share ownership scheme has been in existence for over 30 years and is open to all employees across eight countries (Germany, Belgium, Luxembourg, the Netherlands, Switzerland, Spain, Poland and Senegal). This plan allows them, regardless of their financial situation or socio-professional category (blue-collar workers, office staff, supervisors or managers), to embark on a long-term savings programme under advantageous conditions. The Group takes care to provide adequate information on the financial arrangements, backed up by informative explanations, to ensure that employees are able to invest in complete confidence. A number of tools have been developed with this in mind and an accessible training programme is offered by Eiffage University. There is also a network of 1,000 volunteer messengers tasked with providing transparent information and helping employees to understand the material in question. In addition, there is a dedicated website for employees, describing the share offer and providing explanatory videos. This can be consulted outside the company and allows employees who need extra support – for example, foreigners who have a poor grasp of French or people with disabilities – to seek external assistance from their family or third parties when making their decisions and taking the necessary steps.

Eiffage is keen to promote skills development, which is not only a measure of employability, but also a driver of professional change and a factor contributing to team engagement. The double materiality assessment carried out in 2024 highlighted this aspect as a positive material impact for Group employees, referred to as “Development of employees’ skills to help them progress within the company and to meet future business needs”. The Group therefore ensures that all its employees, both in France and internationally, have the opportunity to access training throughout their professional career with the aim of maximising each individual’s potential, enabling them to develop and supporting them with their career progression expectations.

The process combines three key aspects:

• ■a career management process, based on Group rules laid down in the Eiffage risk management guide, is used in all divisions across France and is currently being extended to Europe before ultimately being rolled out to international subsidiaries. This policy focuses on two schemes: People Talent, a module run by operational managers that includes two annual interviews, one to review performance and the second to discuss career development; and the People Review tool, which is used to assess employee potential. Together, they should gradually provide a proactive skills and career management system (GEPP);
• ■an internal mobility policy open to all employees to enable the divisions to meet their operational needs while allowing employees to seek a more dynamic career pathway by changing location, job or even their line of work. Job offers are published on internal job boards and applications made by existing employees are given precedence. This policy also features in the risk management guide and an internal mobility charter defines the process as it applies within France;
• ■rolling out training courses by the Group and the divisions, although this is not covered by a formal policy but instead forms part of career management procedures. There are three types of training available:
  • ❯Eiffage University runs around fifty cross-functional training courses geared to the Group’s strategic thrusts,
  • ❯the MyUniversity platform offers a hundred or so modules and seminars,
  • ❯the divisions have their own training organisations focusing on skills relating to their individual business lines.

The Group’s negative impact in respect of “Discrimination or unfair treatment and potential harassment in the event of insufficient preventive action” is addressed by two policies managed at Group level and fed down into the divisions: the first of these is the diversity policy, but there is also the psychosocial risk prevention policy, which includes preventing risks posed by harassment in the workplace.

Eiffage has always taken the view that bringing in people from diverse backgrounds is a factor in the Group’s success and contributes to collective innovation. The Group signed the Diversity Charter back in 2006, making diversity, inclusion and equal opportunities part of its strategic plan and also seeking to make this a key performance driver.

In France and internationally, the Group uses a proactive strategy to prevent discrimination and ensure that both diversity and professional equality between men and women are promoted throughout Eiffage. At Group level, this takes the form of the management-driven diversity policy, which is implemented by a Diversity, Inclusion and Equal Opportunities Club. Made up of diversity/disability representatives within the divisions and one member from the Eiffage Foundation, its priorities are to coordinate the necessary measures at Group level and assess the effectiveness of the corresponding action plans.

The diversity policy aims to combat all forms of discrimination in relation to the 26 criteria defined by law (such as disability, gender, age, origin, physical appearance, sexual orientation, gender identity, religion or political opinions) and to promote equal treatment. It also embodies the desire to encourage people with atypical backgrounds and to promote social employment among young people, setting this at the core of the Group’s commitments. In so doing, this policy also makes the Group more attractive and encourages loyalty among the talent pool, which also addresses the associated material risk.

The basic principles of this policy filter down to the divisions and then on to the individual business lines and specific work environments, where they are monitored in all areas: sourcing, recruitment, onboarding, training and career management. Communication, training and support campaigns are also carried out among managers, HR staff and employees to promote awareness of these topics. The measures in place incorporate a number of key aspects: guaranteed access to fair employment, specifically by improving equality between the sexes, inclusion of young people and those with disabilities, support for career development and internal mobility, via training, knowledge sharing, work/life balance, applying compensation policies, etc., and promoting strong, diverse teams by developing an inclusion culture. These same principles also apply to relationships with partner organisations.

Progress is recorded by means of specific targets set for 2025 along with indicators set out in Group or company agreements (relating to equality or disability) or partnership agreements. In 2024 these commitments took the form of APRR-AREA, as pioneers in this area, renewing their Afnor Diversity label and by Eiffage Construction being awarded Afnor Diversity and Equality labels.

As described in the risk management guide, the Group’s psychosocial risk prevention policy seeks to prevent the risk of harassment and combat psychosocial impacts.

An agreement on preventing stress and psychosocial risks has been signed with employee representative bodies at Group level. In other words, this provides a formal framework for this area, backed up by building a network of PSR (psychosocial risk) experts and training managers and supervisors on matters relating to psychosocial risks and benevolent management practices. See section 2.3.1.2.3 / Remediation of negative impacts and reporting concerns [S1-3] for more information on this approach.

The Group’s policy on social dialogue with employee representative bodies is described in the risk management guide. The approach taken by the Group is intended to maximise the Group’s positive material impact in terms of a “Good industrial relations climate and positive relationship with trade unions and employees”. The policy is described in full in section 2.3.1.2.2 “Social dialogue [S1-2]” below.

In line with its values and beliefs, the Eiffage Group is committed to promoting the social rights of its employees and maintaining a constructive social dialogue with quality exchanges based on consultation and transparency providing evidence of ongoing progress. Employees are involved in strategic decision-making via a range of employee representative bodies and also play a part in value sharing via the Group’s pioneering employee share ownership scheme, as well as profit-sharing and incentive agreements. The effectiveness of social dialogue is measured not only by means of new agreements concluded at Group and divisional level, but also by the results of employee satisfaction surveys to find out what employees really think about the industrial relations climate within the company.

Across the Group, social dialogue is led by the Chairman and CEO, supported by a Human Resources director specialising in this field. Social dialogue also takes place in each division, led by human resources departments on the basis of individual organisations and the specific nature of each business line. Employee representatives play a part in defining Eiffage’s strategy, with two directors representing employees and one employee shareholders’ representative on the Board of Directors. Two employee representative bodies, both chaired by the Chairman and CEO, round off the process: the first is the European Works Council, which has 25 members across 11 countries. Its role tends towards consultation and information regarding changes in the Group’s activities and decisions that are liable to affect working and employment conditions. The Group Works Council, which covers operations within France, receives information on Group activities, the economic and financial situation, employment forecasts and any proposed preventive measures. Entities within France also have social and economic committees.

This dynamic approach to social dialogue takes the form of negotiations, consultation exercises and exchanges at both Group and divisional level according to the subjects under discussion. These cover a wide variety of topics in the field of industrial relations and financial concerns, notably professional equality and gender balance, health and safety, working hours and conditions, diversity and disability, plus compensation and purchasing power, via compulsory annual salary negotiations and incentive plans concluded for a three-year period. Over recent years, core agreements have been signed at Group level, one on prevention of psychosocial risks in 2021 and another on remote working in 2022. These led to monitoring committees being set up, incorporating both representatives of the Eiffage Group management team and of the trade unions who signed the agreements. Their purpose is to monitor progress with implementing these agreements and to draw up annual reports based on indicators. In 2024, two meetings were arranged on the PSR agreement and one on remote working.

The divisions have also signed agreements over the past few years, signalling major breakthroughs in this area: an agreement on professional equality and quality of life in the workplace in the case of Eiffage Construction, an agreement on retention of disabled employees in the case of Eiffage Énergie Systèmes, an agreement to set up a proactive skills and career management system incorporating gender diversity in the case of the Infrastructure division, and APRR-AREA’s renewed disability agreement. There is also another agreement on donating days’ leave, retirement and skills-based philanthropy in the motorway concessions.

These conditions create a favourable environment alongside an efficient working culture in which employees are respected. The Group and its divisions carry out a great many initiatives across all levels to improve quality of life in the workplace. This is exemplified by the focus on employees from the moment they join the company, which takes the form of a quality onboarding programme promoting sharing across the networks and an understanding of the various organisations and business lines. Another example is the marked increase in training courses on benevolent management showcased by the “Essential Management: values, requirements and consideration for others” seminar offered by Eiffage University.

Reports of discriminatory or inappropriate behaviour are monitored particularly closely. Concerns can be reported by means of existing channels – managers, human resources, unions and employee representatives, and external organisations such as “Allo Discrim”. These concerns are dealt with and corrective measures are taken in the event of a failure to comply with the statutory discrimination criteria. The scheme relies on managers, who are given special training, and also on the Legal Department, which includes lawyers specialising in employment law who liaise with the HR department.

With regard to health and safety in the workplace, the divisions have networks of dedicated specialists to ensure that health and safety measures are understood and observed. Innovative apps such as Safety Force, Easy, Final Safe and NumaPrévention help employees report anomalies and dangerous situations, passing these on to safety specialists and line managers so that decisions can be taken quickly and corrective action plans put in place. Concerns are systematically reported and responses processed and formally recorded jointly by the risk prevention, human resources and operational departments. In each division, line management can be contacted to pass on any information.

At Group level, Eiffage also has a network of PSR (psychosocial risk) experts who work with and support HR managers and senior managers to identity and monitor employees who are at risk or who may be more susceptible to such issues. Employees can access a telephone support service via the Group intranet, while leaflets and poster campaigns make sure that people are aware that this service exists. The main topics covered are reported to the Group’s monitoring committee. The telephone support service helps provide assistance and support for victims and witnesses of events (workplace accidents, work-related ill health) as well as to families. At local level, managers in all divisions have received training in psychosocial risks and in benevolent management practices. Eiffage Construction also has experts specialising in harassment and sexism issues.

Serious and imminent risk registers and observation registers are available to all employees. Any information that comes up leads to an inquiry and a response is made at local level. In the event of a broader concern, divisional or even senior management may contribute to the response.

Eiffage protects and guarantees the anonymity of employees who report discriminatory situations or situations where there is serious or imminent danger.

Workplace accidents, work-related ill health and psychosocial risks are covered by the existing redress systems in the various countries where Eiffage operates.

Concerns about these matters may be reported via the Group’s whistleblowing system. The process for handling reports guarantees that whistleblowers are protected from reprisals of any kind. See section 2.4.1 / Business conduct [G1] for more information.

Depending on the subject areas, whistleblowers may be contacted by the individuals responsible for dealing with the report to gain a better understanding of the issues. However, they play no part in the process to decide how the report is handled.

Action plans defined via health and safety and human resources initiatives undertaken by the Group are implemented within the divisions and seek to prevent, mitigate and correct negative impacts and increase positive impacts for employees.

Health and safety action plans are based on three key pillars:

• ■analysing incidents and events with a high potential for severe consequences with a view to understanding their causes, learning lessons and preventing them from happening again;
• ■promoting continuous improvement of systems by evaluating, monitoring and auditing performance and innovation;
• ■raising requirements for temporary employment agencies.

These include core documents, staff training, communications, involvement of partners, etc. The action categories described below demonstrate the efforts taken within the divisions to reduce risks and negative impacts in terms of health and safety. The divisions have established a clear framework with safety rules going above and beyond the statutory requirements and backed up by feedback: the six key points, Commitments Charter and safety standards for Eiffage Énergie Systèmes; a set of twenty fundamental requirements in the case of the Infrastructure division; ten essential safety guidelines for Eiffage Construction; SMART risk prevention targets communicated in individual interviews in the case of APRR-AREA.

The divisions make sure that their health and safety measures are understood and observed across the board. With this in mind, they use a range of training courses to support employees from the minute they join (e.g. health and safety initiatives such as safety induction training as offered by Eiffage Construction and the Infrastructure division, plus quarterly health and safety induction days for new APRR-AREA employees) and throughout their professional career, by way of dedicated workshops promoting a joint duty of care as provided in the Energy Systems and Infrastructure divisions. Operations managers and supervisors, who are key to passing on the relevant rules, also benefit from specific initiatives: safety leadership training, conferences on the subject of health, neuroscience, etc.

Communication and awareness campaigns aimed at all employees in the form of posters, leaflets, motion design films, videos, etc. are created on a regular basis, with highlights such as Safety Month, an event allowing all employees, including partners and subcontractors, to circulate, share and raise awareness of the relevant instructions, good practice and results.

The divisions are increasingly involving partners as an indispensable link in the chain to achieve 100% safety. In the first instance, safety requirements for temporary employment agencies and partners are becoming stricter with the PASI (Interim Safety Passport) scheme gradually being rolled out across the Construction and Infrastructure divisions to certify that temporary workers have undergone training that complies with industry standards. A charter signed by Eiffage Énergie Systèmes and its temporary employment agencies goes even further and requires the latter to achieve indicators in certain fields. The motorway concessions use a PASS system which covers people on their worksites and increases safety accordingly. Elsewhere, exchanges (worksite visits, shared challenges) encourage progress in good practice, tools and shared experience.

In the field, risk management is based on continuous improvement and feedback with the aim of reducing the occurrence of workplace accidents and work-related ill health. Safety management is going from strength to strength every year thanks to a double-pronged approach:

• ■tightening up on risk prevention and control actions (15-minute safety briefings, talks, worksite visits, safety audits, etc.), along with more comprehensive procedures to manage and anticipate risks to the greatest possible extent. By way of example, Eiffage Énergie Systèmes has included worksite preparations as part of its safety fundamentals. The Infrastructure division is also seeking to assess risks with its customers in the preparatory stage of projects;
• ■at the same time, taking a closer look, in real time, at the causes and effects of accidents, high-risk situations and anomalies by using powerful applications (Safety Force, Easy, Final Safe, NumaPrévention) to ensure greater responsiveness, shared practices and flag up safety breaches. Cases are reported, analysed and discussed with managers, employee representatives and senior management when necessary, and entities experiencing problems are placed under supervision and supported accordingly.

In the case of events with a potentially serious impact, the procedure is similar across the various divisions: the authorities and competent organisations are informed in accordance with the relevant legislation in the country in question; the victim is supported from the time of occurrence and given appropriate medical care and assistance. Victim compensation complies with the relevant laws and local social protection mechanisms. The causes of the accident or situation are assessed to identify underlying factors and prevent them from happening again. Corrective measures are adapted on the basis of the lessons learned and circulated widely. The effectiveness of these measures is assessed based on feedback and personalised follow-up.

Eiffage also relies on innovation to improve the health and working conditions of its employees. Robots and exoskeletons are developed to help protect against musculoskeletal disorders, such as the Help-E robot introduced by the Infrastructure division, which is able to help lift loads weighing 70 kg, or the cone-positioning robot trialled by APRR-AREA. Combating climate hazards, an ever-growing concern, is giving rise to successful experiments (such as air-cooled clothing to enable employees to work in high temperatures). In all cases, operations are adapted when extreme heat or extreme cold warnings are issued by Météo France for each French department. At Eiffage Énergie Systèmes, the framework and rules to be observed are set out in charters. Health is also at the forefront of the Group’s concerns with training covering movements and postures (incorporated in APRR-AREA via a network of safety specialists on hand as required), warm-up sessions and multidisciplinary programmes on topics such as nutrition, sleep, combating addictions and promoting physical exercise. The motorway concessions use specialists (sports coaches, top-level sportsmen and women, nutritionists) in their operating units and head offices, to give another example.

Eiffage’s strategy to attract new talent is geared to responding to all the Group’s recruitment requirements and in particular attracting the skills needed for the ecological and social transition and for the Group’s new business (IT, data) and revolves around a number of key policies:

• ■defining an employer brand embodied by employees. This has been developed at European level and is intended to provide a sense of purpose for future employees and enhance the Group’s visibility by highlighting its strategic strengths – particularly its commitment to the low-carbon transition, its diverse business lines and its employee share ownership scheme;
• ■gradually introducing organisation structures and teams that are fully dedicated to recruitment, as is the case at Eiffage Construction and Eiffage Énergie Systèmes;
• ■initiatives aimed specifically at engineering schools and universities as well as employment areas for more effective outcomes. These are intended to promote Eiffage’s reputation and local presence in the minds of candidates and are aimed chiefly at worksite workers, young engineers, women, interns and work-study trainees.
• In 2024, the Group recruited 5,323 new employees in France on permanent contracts.

This dynamic approach is reflected by:

• ■sustainable partnerships concluded with a range of stakeholders: many of these are engineering schools and universities to recruit interns and work-study trainees (École polytechnique, École des ponts et chaussées, CentraleSupélec and ESTP, one of the leading schools in the construction sector, where Eiffage has agreed to sponsor the class of 2026), but there are also some professional training bodies such as ANAF (National Association of French Apprentices), with which Eiffage Métal signed a partnership agreement in 2023. Eiffage also has links with associations that encourage female job applications such as ‘Elles bougent’, ‘Les souterReines’ or ‘Capital Filles’, not forgetting the social employment sector via local initiatives and the Crepi network of regional social enterprise clubs, which offer qualifying pathways for hard-to-employ individuals;
• ■organising highly visible events intended to bring candidates and operational teams together: open days to find out about the various business lines, immersion on sites which, in the case of the Energy Systems division, entails welcoming young women between the ages of 14 and 15 to local offices, after-work evenings geared towards students at divisional head offices and hosted by managers in the field, similar to the Open Campus event laid on by the Infrastructure division;
• ■launching targeted communication campaigns on social media (e.g. Eiffage Construction’s campaign aimed at 18-to-35-year-old site workers or the humorous videos circulated by the motorway concessions).

These campaigns are increasingly being organisedat Group level to highlight the diverse range of careers and potential pathways on offer. Innovative formats like the Eco Skills Challenge have also been trialled successfully. This is a competition organised by Eiffage with a jury chaired by Benoît de Ruffray. Its aim is to get students involved in the Group’s CSR initiatives by inviting them to put forward novel ideas in a number of themed areas (such as the circular economy, low carbon, etc.).

The employee share ownership scheme is another of the Group’s selling points, especially for business lines facing labour shortages. 80% of Eiffage employees are Group shareholders via the Group savings plan, a scheme that covers all socio-professional categories. In 2024, the take-up rate was 72.50%, compared with 71.90% in 2023. Employee share ownership is undoubtedly an attractive social benefit that sets the Group apart from its competitors and attracts qualified candidates in search of a defined purpose. In-house, it creates a mindset where employees play a part in creating value and, in so doing, feel more involved in the success of their company. As a bonus, this leads to increased solidarity and team spirit and reduces conflict. It also promotes the development of an entrepreneurial approach with an increasing number of cross-functional initiatives, which are actively encouraged by senior management. Each year, senior managers arrange regional meetings with messengers and managers where they pass on information about the Group’s financial and economic activities. These shared highlights are an opportunity to discuss good practice and initiatives undertaken in each division in areas such as risk prevention, human resources and sustainable development, and to make the most of the resulting synergies.

The Group makes every effort to provide all employees with equal access to training and to align the company’s requirements in terms of human resources with their career progression expectations. The initiatives described below seek to maximise this impact.

Training trends and plans are decided and drawn up by the training departments and managers at divisional level, tailored to their strategic targets and priorities. Internal coordination bodies and reporting tools are used to manage the process more efficiently and to monitor progress with individual plans. At Group level, the consistency and comprehensibility of the training courses on offer is guaranteed by a coordination committee made up of training managers from the various divisions under the aegis of the director of Eiffage University. The committee meets on a regular basis to discuss tools, best practice and projects. On an international level, the subsidiaries take an independent view of skills management in accordance with their local issues. Note that since 2023 Eiffage Sénégal has been able to access the Eiffage University training catalogue.

Eiffage is keen to promote the training it has to offer, making it available to all and ensuring that it is assessed regularly. Detailed programmes are accessible via a training portal. In addition, skills development plans are distributed to employee representative bodies, particularly the social and economic committees, by the various dedicated committees monitoring training and via information/consultation in this area. Finally, training courses are systematically rated by employee trainees and regularly audited to ensure that they comply with the relevant standards (ISO 45001 certification, diversity labels, etc.).

Eiffage University programmes are expanded each year and cover a broad range of subjects relating to the Group’s development challenges: the ecological and digital transition, building skills in the relevant business lines and project management, and developing a digital culture for all. The training available includes technical and behaviour-related modules, such as PSR prevention, recruitment and non-discrimination, as well as training dedicated to consideration for others.

The divisions in turn develop structured training pathways geared to advancing their employees’ careers. These are generally made up of university modules alongside training courses linked to the business lines. They include induction courses for new recruits (essential to promote employee loyalty and developed by all divisions to reflect their specific characteristics), professional development programmes, job-related programmes (work, study, business, etc.) and management courses.

By way of example, Eiffage Construction offers a whole range of training courses under the “Horizons” label aimed at junior employees, middle managers and site workers. The Energy Systems division relies on a professional package offering master’s and advanced master’s degrees to enhance its business expertise. The Infrastructure division offers a number of technical courses focusing on finance, the road sector, etc. The motorway concessions have a training catalogue geared to their very specific business requirements, including courses for team leaders and motorway workers. The Group makes every effort to provide all employees with equal access to training and to align the company’s requirements in terms of human resources with their career progression expectations.

Action plans driven by the divisions are the result of company or partnership agreements with organisations working in the field of diversity, inclusion and equal opportunities. These action plans are aimed specifically at combatting the negative impacts on their workforce as a result of discrimination and inequality. They have dedicated resources at their disposal (HR departments, disability experts or diversity ambassadors in the case of APRR-AREA, for example) and combine a number of different tools (internal awareness events, training programmes, mentoring, coaching, games, teaching guides, 15-minute diversity briefings, etc.) which are intended to promote a diversity culture by fostering understanding and implementing the necessary measures. Social partners and governance bodies are kept regularly informed of progress with the action plans.

The actions and practices in this area depend on employee profiles:

Female talent – Increasing female representation in the workforce is a major objective as part of a long-term campaign. The divisions launch initiatives to open up their business lines and put the emphasis on parity, especially in terms of training, compensation and promotion. They combine several approaches: first of all, mentoring, partnerships with organisations playing an active role in this area (such as Capital Filles, Elles bougent, Les SouterReines), along with things like presentations in secondary schools, with a view to encouraging female candidates to consider careers in engineering, construction and infrastructure. Within the Group, the divisions endeavour to champion inclusion, mobility, career management, parental assistance and a better work/life balance. The aim is to break down barriers to accessing managerial positions and promote organisation models that meet expectations. Internal awareness campaigns and training courses are also offered to teach employees about gender diversity, avoiding stereotyping, or highlighting managerial pathways for women.

Disabilities – The divisions have access to disability experts to promote the recruitment and inclusion of people with disabilities. These experts are responsible for leading employee awareness campaigns and supporting schemes to recognise disabled worker status with the backing of human resources teams, as well as keeping these employees in jobs via appropriate workstation adaptations or moving them to other duties. Information on the existing schemes is circulated regularly to assist employees. The divisions are also involved in important events such as Operation DuoDay and European Disability Week. The recent Paralympic Games provided an opportunity to talk about disabilities, in particular by supporting or hearing from employees and athletes involved in promoting inclusion of people with disabilities. Finally, encouraging staff to purchase from companies in the sheltered employment sector is yet another tool used to make progress in this area.

Social employment – Eiffage strives to promote the employability of hard-to-employ individuals by offering them qualifying pathways while simultaneously contributing to economic development in the regions in question. On worksites, in addition to social employment clauses in contracts, in which Eiffage often voluntarily goes above and beyond the numbers of hours reserved for these individuals, local initiatives are also run by the divisions as part of this dynamic approach: for example, offering refugees access to work, setting up a course to obtain a professional qualification, co-creating work-study pathways, etc. Long-term partnerships are being developed along these lines with many schemes and social employment organisations: France Travail, local initiatives, the Crepi network, etc.

APRR-AREA are also actively involved in campaigns to promote the inclusion of LGBT+ people in the workplace. In 2023, they signed a charter with NGO L'Autre Cercle. Their intention is to combat issues relating to homophobia within the company. Physical appearance is also addressed.

Finally, on 20 January 2025, following the agreement reached by APRR and AREA, the Group signed a support agreement for reservist policies with the French Ministry of the Armed Forces and the Ministry of the Interior. This civic engagement on the part of the Group is intended to allow employees who are reservists in the army and the national police to carry out their reservist duties (for exercises, training, operations, etc.) under the best possible conditions (number of days, compensation maintained, notice periods, etc.).

Actions associated with preventing psychosocial risks, and particularly harassment in the workplace, are described in section 2.3.1.2.3 / Remediation of negative impacts and reporting concerns [S1-3].

Eiffage’s approach to social dialogue is described in section 2.3.1.2.2 / Social dialogue [S1-2] and is in response to the positive impact for employees of access to a quality social environment and positive relations between the company and its employees and their representatives.

The resources devoted to implementing such measures, including financial resources, are allocated to the teams responsible for the corresponding policies and form part of annual operating budgets. These action plans do not require significant investment at Group level. The effectiveness of these actions is monitored on an annual basis by assessing whether targets defined in the strategic plans have been achieved, leading to a review of the operating budget for the following year if necessary, with regard to impacts, risks and opportunities.

The targets presented below were defined when drawing up the 2020-2025 strategic plans for the Group and divisions and approved by the Group’s Executive Management and the divisional senior management teams. Employee representatives are consulted when selecting these targets via the consultation process covering all policies. The risk prevention and HR departments are responsible for monitoring whether targets have been achieved and assessing the effectiveness of these targets on an annual basis in the relevant areas.

The divisions define their own targets in the light of the relevant situations and in conjunction with the specified reference documents. Additional targets may be set in order to respond to local issues, including those relating to regulatory aspects. Targets cover at least one year but may be monitored and reviewed on a more frequent basis.

Eiffage strives to have zero accidents and 100% safety. The divisions have set specific targets to reflect this trajectory:

• ■Eiffage Énergie Systèmes has set targets in the form of frequency rates for workplace accidents (both permanent and temporary employees), and also for prevention, with indicators published on a monthly basis. They monitor the percentage of potentially serious events, visits by health and safety inspectors and 15-minute risk prevention meetings, as well as analysing workplace accidents, and conducting interviews after such accidents;
• ■Eiffage Construction’s target is to reduce the frequency rate of lost-time accidents – including temporary workers;
• ■Eiffage Génie Civil, Eiffage Métal and Eiffage Route also have targets relating to frequency rates for their staff and temporary workers as part of their 2025 strategic plans;
• ■APRR and AREA have annual targets, both quantitative and qualitative, for parameters based on the risk prevention trends they define on an annual basis. The 2025 strategic plan sets out specific objectives in terms of numbers.

The divisions and subsidiaries set their recruitment targets based on their requirements.

At Group level, Eiffage has targets in two areas:

• ■the number of work-study trainees, excluding interns, must exceed a threshold of 5%;
• ■by 2025, women must represent 25% of all managers and the number of women who sit on governance bodies must be twice the current figure.

The Group aims to have 100% of employees as shareholders. The purpose of this target is to make the Group more attractive to employees and encourage employee loyalty, while reducing the risks associated with attracting new talent to the Group, particularly in the case of business lines experiencing shortages, backed up by the targets set for the Talent – Employer brand initiative.

In order to limit the negative impacts associated with discrimination and inequality, the Group has set two further targets in addition to those mentioned above:

• ■the gender equality index must exceed 80/100 for all eligible subsidiaries. At the end of 2024, 84% of the Group’s entities had already surpassed this threshold;
• ■the employment rate for people with disabilities must be 6%. This target has not been reached in all divisions, but it is still higher than the rate in the construction sector as a whole.

No specific numerical targets have been set in relation to the positive impacts associated with developing employee skills and maintaining a good industrial relations climate within the Group. The policies and action plans put in place are monitored annually and their effectiveness is assessed specifically by carrying out employee satisfaction surveys.

The reporting boundaries for social information are as described in this statement (section 2.1.1.1 / General basis for preparation of the sustainability statement [BP-1]).These data are not calculated on the basis of estimates, nor have they been certified by an external body.

The numbers of employees given in the tables in this section are presented in terms of the workforce as at 31/12. The most representative figure in the financial statements is the Group’s average employee figure given in section 1.General information from the Notes to the consolidated financial statements.

Employee distribution within the Group by gender historically includes two categories (“Male” and “Female”). Accordingly, an “Other” category is not shown.

Within the Group, employees from France and Germany make up over 10% of the Group’s workforce in cases where the respective company has at least 50 employees.

Within the Group, in relation to France, the distribution of employees per contract type historically includes two categories: “permanent employees” and “temporary employees”. The category for “employees with a non-guaranteed number of hours” does not apply to Eiffage operations in France.

The majority of non-salaried employees within the Group in France are made up of temporary workers (contractors). A tool to manage this category is currently being developed and should enable a report to be produced. Non-salaried employees in France include interns who joined during the year and numbers are given below.

Within the Group, employees from France and Germany make up over 10% of the Group’s workforce in cases where the respective company has at least 50 employees.

The Group as a whole is covered by a number of collective bargaining agreements according to business activities.

At the end of the year, after acquiring EQOS, the Group had more than 10% of its workforce in Germany; an action plan is now being drawn up to collect data on collective bargaining.

The Group has a European Works Council with 25 members across 11 countries.

Data from the tables in this section are presented in terms of the workforce as at 31/12.

99.9% of Group employees work in a country with legislation governing minimum wages. The remaining 0.1% relate to a lack of information at the closing date for the statement.

All the countries in which the Group operates have ratified the fundamental conventions of the International Labour Organisation (ILO). Eiffage is fully committed to complying with these rules, particularly Convention No. 131 on fixing minimum wages.

Furthermore, the Group operates primarily within the European Union, where it is subject to social standards including Directive (EU) 2022/2041 on adequate minimum wages, and the European Pillar of Social Rights, which states that workers have the right to fair wages that provide for a decent standard of living. The majority of employees operating in non-EU countries are covered by legislation that also imposes a minimum wage.

99.7% of Group employees work in countries that guarantee them social protection against lost income due to major lifestyle events (illness, workplace accidents and ensuing disabilities, parental leave, retirement).

94.2% of Group employees work in countries that guarantee them social protection against lost income due to unemployment. The remaining 5.8% break down as follows:

• ■countries that do not have an unemployment insurance system (5.7%. This relates to the following countries: Senegal, Benin, Ghana, Colombia, Guinea, Peru, India, Togo),
• ■countries for which data could not be collected by the closing date for the statement (0.1%).

In France, companies with more than 20 employees are required to make a mandatory declaration of employment of disabled workers (DOETH) on an annual basis. The information in the table below is from these DOETH declarations.

Training required in order to carry out a particular activity in accordance with the legal or statutory provisions, which is mandatory in other words, relates to roles which are primarily carried out by men within the Group, which has an impact on the average number of training hours for each gender.

The training access rate is the number of employees trained in the course of the year (across all training methods) divided by the total workforce as at 31/12.

Group staff members covered by its health and safety management system, which is based on the legal requirements of countries in which the Group operates, correspond to all employees covered by divisional risk prevention policies with the exception of employees in new subsidiaries incorporated as a result of acquisition-led growth, i.e. a coverage of 95.1% of the Group’s workforce in 2024. In the case of new subsidiaries joining the Group as a result of acquisition-led growth, there is a delay before the health and safety management system applies, and this may be up to one year.

The reporting boundaries for the AFR/SR tables are as described in this statement (section 2.1.1.1 / General basis for preparation of the sustainability statement [BP-1]), excluding the following companies: Aéroport de Toulouse (France), SPG (France), Monsteel (Portugal), the EQOS and Salvia groups (Germany), Van den Pol and the Gain Group (Netherlands). Data for these entities will be included with effect from the 2025 financial year.

The statutory definitions for the accident frequency rate and severity rate are as follows:

• ■accident frequency rate (AFR): total number of lost-time workplace accidents × 1,000,000 divided by the total number of hours worked;
• ■statutory severity rate (SR): the number of days lost due to workplace accidents over the past three years × 1,000 / total number of hours worked.

Note that some health and safety indicators (number of deaths and number of days lost) do not include information relating to work-related ill health.

Eiffage uses social dialogue to examine the work/life balance more closely. In France in particular, there is an agreement on the right to disconnect and employees working in compatible roles can take advantage of remote working days.

Employees have the right to family leave, but the Group can only consider those who request such leave. In this respect, Eiffage takes the view that, as long as they comply with the conditions set out in the regulations, all employees can take advantage of family leave.

To determine the total annual compensation ratio: see the table of pay ratios for Eiffage in France in points 6 and 7 of article L. 22-10-9 of the French Commercial Code set out in the report on corporate governance (p. Table of pay ratios for Eiffage in France as required by Article L.22‐10‐9‐I, 6° and 7° of the French Commercial Code).

The weighted average professional equality index is calculated based on data reported by the Group divisions for their companies with over 50 employees.

In 2024, four incidents involving discrimination/harassment were reported via the company’s internal networks in France (via employee representatives or the PSR expert in the company in question, or by reporting via the Group’s whistleblowing system) and four court cases were initiated. These did not lead to any fines, penalties or compensation in 2024.

The Board of Directors is involved in supervising the anti-corruption system and discusses ethics and anti-corruption issues on a regular basis.

In 2009, the Board appointed one if its members as Eiffage’s Ethics Officer. Currently, Senior Director Philippe Vidal holds the post. Furthermore, the role of the Board’s Audit Committee specifically includes efforts to combat corruption and trading in influence, as stated in its internal rules. The following were therefore on the agenda in 2024: a summary of actions planned or undertaken, the tracking indicators for the system and updating the corruption risk maps.

The Audit Committee also welcomes the Chief Risk, Compliance and Internal Control Officer as a permanent member at each of its sessions and receives a detailed report on the progress of the anti-corruption programme.

Finally, the Chief Risk, Compliance and Internal Control Officer meets at least once a year with the Chair of the Audit Committee without the Group’s senior executives present, in order to answer any questions, particularly on ethics and anti-corruption matters, explain certain aspects of the system in greater detail and, if necessary, report any difficulties encountered. The most recent meeting took place on 25 November 2024.

With regard to the management bodies, prevention of corruption and influence in trading has been a matter of prime importance for Eiffage’s directors for decades.

This commitment is demonstrated and put into practice in various ways:

• ■internal communications (e.g. videos featuring Benoît de Ruffray, Chairman and CEO of Eiffage, to emphasise the importance of ethics and anti-corruption measures, regular presentations by the Chief Risk, Compliance and Internal Control Officer to the Top 50 (meetings attended by the most senior executives and decision-makers in each of the divisions) and to the Group’s Executive Committee;
• ■external involvement (e.g. Eiffage’s membership of the Global Compact, which is publicly renewed annually with the UN Secretary General);
• ■commitment of the Executive Committee: as the body responsible for approving the implementation and rollout of Eiffage’s anti-corruption system, the Executive Committee upholds the Group’s commitment to combat corruption. For example, it reviewed and approved changes to this system in July 2024.

Furthermore, when the Chief Risk, Compliance and Internal Control Officer needs the support of the Chairman and CEO or the Audit Committee, be it to make a decision, obtain information or resources, or consider certain compliance issues, he or she may approach them directly.

Lastly, senior management’s involvement in anti-corruption compliance is organised at division level in the same way as at Group level (e.g. participation of senior management in the development of dedicated procedures, input into division management committee meetings).

Thanks to their personal experience gained outside Eiffage, the directors all have skills in the field of business ethics, and three of the nine directors have extensive expertise in legal, regulatory and public affairs.

In addition, new directors receive appropriate anti-corruption training in accordance with the Board’s internal rules, such as that provided to Meka Brunel by the Chief Risk, Compliance and Internal Control Officer in September 2024.

The process of identifying impacts, risks and opportunities in the conduct of business covers all the Group’s activities and the entire value chain, as per the process outlined in the section on double materiality assessment.

With regard to corruption-related risks, these are assessed using the corruption risk maps prepared by Eiffage’s various divisions in 2017 and regularly updated based on the recommendations issued by the French Anti-Corruption Agency on 12 January 2021 and using a shared methodology.

The corruption risk maps were completely updated at the end of 2024 in selected entities, based on workshops with representative functions. These updates were approved by the division management committees and then by the Executive Committee on 6 January 2025.

In line with the Group’s values, first and foremost of which is leading by example, and against a backdrop of stricter national and European regulations on business conduct, Eiffage has set up a compliance system supported by the main tools described below.

The Code of Conduct, updated in 2018, sets out the rules for combating corruption, trading in influence, offences of favouritism and anti-competitive behaviour. It gives examples of prohibited situations, practices and behaviours. Included as an annex to internal rules in France and translated into English, Spanish, Polish, German, Flemish and Portuguese, it applies to all the Group’s activities across all its geographical locations and is issued to all new employees when they join Eiffage.

This topic is frequently addressed, for example at meetings of senior executives of the Group and the divisions, but also at events involving the legal and financial departments, for example, and at training sessions.

Benoît de Ruffray, Chairman and CEO of Eiffage, has emphasised the importance of ethics and efforts to combat corruption in several videos shown during training sessions, meetings, etc.

A 30-minute e-learning module covering the key aspects of the Code of Conduct and including role-play scenarios based on real-life situations with explanations of the rules and a final quiz (participants must score at least 80%) was rolled out to managers in France in 2023 (88% take-up rate), and around the world in 2024 (more than 2,000 employees trained). This module is now mandatory as part of the induction programme for new managers and technical, clerical and supervisory staff in France. An awareness-raising module will be launched for construction site staff in 2025.

In addition, some topics receive special attention to ensure that the Group complies with the provisions of the Sapin 2 law (law 2016-1691 of 9 December 2016 on transparency, anti-corruption and economic modernisation).

A due diligence framework procedure, available to employees through the Group’s intranet, is used for the purpose of third-party due diligence.

This procedure has been rolled out to the divisions and the Group’s Purchasing Department so that it can be adapted to their operations and scope of operations. In this context, using the updated corruption risk maps, third parties were sorted into categories and assigned a level of risk and a type of assessment to be carried out.

Written procedures specify how the assessments are performed. They cover the persons in charge, internal validations, tools, assessment criteria, traceability, first-, second- and third-level controls to be carried out, etc.

In 2022, the Infrastructure division developed a digital tool to support its third-party due diligence procedure and automate the assessment and validation process at the same time. The Construction division has also introduced a dedicated SharePoint. In 2023, with the help of the Information Systems Department, the Group’s Risk Management, Compliance and Internal Control Department launched a project to share the tool developed by the Infrastructure division with the other divisions and to provide a tool to be used by the whole Group. Third parties can be assessed by interfacing with Eiffage tools and validated using the tool based on maps specific to each division. Workshops have been held to identify the need to adjust the tool to the organisation and the processes established by each division. The specification of requirements was finalised in 2024. Development is ongoing and the tool is scheduled for rollout in the first half of 2025.

Similarly, given the risks inherent in corporate philanthropy and sponsorship initiatives, the Group closely supervises these activities using a specific Group procedure adopted in 2019 and also an internal tool developed to centralise, monitor and validate such initiatives. In 2025, this procedure and tool will be extended to include hospitality purchasing and the allocation of places (invitations).

Furthermore, Eiffage employees can directly access the full set of ethics and compliance procedures and rules in the “Ethics and Compliance” SharePoint and in the Eiffage risk management guide, which is available in French, English and Spanish on the Group’s intranet.

Business ethics and compliance with regulations such as anti-corruption rules are a key focus for senior management, and have been for many years. In March 2019, in order to strengthen its measures in this area, Eiffage created the position of Chief Risk, Compliance and Internal Control Officer, reporting to the Group’s Chief Financial Officer (CFO), who serves on the Executive Committee. With respect to compliance, the Chief Risk, Compliance and Internal Control Officer is responsible for steering and coordinating the implementation of actions relating to the various regulations on this subject. In 2022, the Group created the position of Compliance Officer to assist the Chief Risk, Compliance and Internal Control Officer with their duties, which expedited the rollout of the programme. A work-study trainee joined the team in 2024.

The Group had already set up a Compliance Governance Committee in 2018, tasked with steering and assessing the Group’s implementation of measures to combat corruption and trading in influence (required by the law of 9 December 2016, known as the Sapin 2 law), its duty of care (arising from the law of 27 March 2017) and the General Data Protection Regulation (GDPR).

The Compliance Governance Committee is chaired by the Group’s Chief Financial Officer, who is a member of the Executive Committee. Its permanent members are the Chief Risk, Compliance and Internal Control Officer, the Compliance Officer, the legal director of each division, a sales director, the Head of Sustainable Development and Transversal Innovation and a human resources director. In 2022, the Purchasing Director joined this committee in view of compliance challenges in the sustainable purchasing sector.

The Committee meets as often as it considers necessary to fulfil its mission, convening four times in 2024.

This organisational structure, introduced by the Group to reflect its governance structure, decentralised set-up and corporate culture, provides all operational staff with a point of contact for any questions about Eiffage’s anti-corruption system.

Eiffage set up a whistleblowing system at the end of the 2000s and this system is regularly updated and enhanced, as explained below:

• ■the Board of Directors implemented the new whistleblowing system in April 2009, and this was authorised by CNIL, the French data protection authority, on 23 July 2009;
• ■in 2017, the scope of the whistleblowing system was extended to include breaches of the Code of Conduct, which clearly sets out the different types of behaviour that are forbidden, namely those likely to give rise to acts of corruption or trading in influence, or collusive practices, for example. The current system can also be used to report a crime or an offence, a serious and manifest violation of an international commitment as well as any serious threat or prejudice to the general interest that may come to the personal attention of a member of staff;
• ■in 2020, the system was reinforced with the launch of an outsourced whistleblowing platform, known as the “Integrity Line Eiffage”. Using a computer, employees can securely report, in complete confidence, any issues related to ethical misconduct and the duty of care (human rights and fundamental freedoms, environmental protection or health and safety). This platform is easy to use and accessible in the Group’s main languages; you can choose to remain anonymous or give your name. It allows reports of concerns to be addressed promptly and monitored closely;

• ■in 2022, Eiffage introduced a further change to its whistleblowing system following the transposition, in France and EU countries where the Group has subsidiaries, of the Directive of 23 October 2019 on the protection of persons who report breaches of Union law. This took the form of an updated version of the Group’s whistleblowing system procedure, which describes how the system works, especially how reported concerns are handled, confidentiality guarantees and the protection from disciplinary action, threats and reprisals afforded to whistleblowers. With regard to confidentiality guarantees, if the whistleblower has given their name when sending a report, the Group ensures that their identity is kept strictly confidential. Their identity will not be disclosed to anyone who is the subject of a whistleblowing report, any third parties mentioned in their report or their direct line manager (if they have not informed the latter in advance). It will be disclosed to the judicial authority only if those in charge of the investigation are obliged to report the facts to the whistleblower (and only once it has been established that their report is well founded). The whistleblower will then be notified with written explanations, unless there is a risk that this could compromise the legal proceedings. Lastly, if employees who are not authorised under this procedure receive the whistleblowing report, they must immediately forward it to the persons who should be notified as part of this procedure. As for the protection afforded to whistleblowers, it is stipulated that no sanctions will be taken against an employee who has acted in good faith, even if the facts reported are subsequently found to be inaccurate or do not result in any further action. This procedure can be accessed via the Group’s intranet, Eiffage Connexions. A network of local correspondents has also been set up to receive and handle reports locally.
• ■in 2023, the updated Integrity Line Eiffage platform was rolled out in and outside France and the whistleblowing system was opened up to the Group’s stakeholders, including its co-contractors, subcontractors and their respective employees. Information on the system has been communicated to both Eiffage employees and external stakeholders. Finally, the Eiffage internal investigation procedure has been drawn up. This covers all investigations into allegations brought to the attention of the person in charge of the Group or local whistleblowing system, particularly those relating to a breach of the Code of Conduct (including cases of bribery and corruption). This procedure is applicable to all those responsible for the Group and local whistleblowing system and to internal experts. Its purpose is to provide guidance on how to conduct internal investigations, with a breakdown of the different stages involved (launch, conduct and conclusion of an investigation).
• ■the reports received in 2024 were analysed by the Group’s Risk Management, Compliance and Internal Control Department and any matters arising were passed on to the relevant support or operational departments. Investigations commensurate with the nature of the reported concerns were carried out and any necessary remedial actions duly taken. The whistleblower was then systematically notified to let them know how their report was handled and whether it has been closed.

In 2010, Eiffage developed a face-to-face training module, “Basics of Ethical Business Practices”, which covers the Group’s best practices for managing risks associated with competition and corruption. This training is for employees most exposed to these risks, as identified during the corruption risk mapping exercise:

• ■profit centre managers;
• ■all employees who have direct commercial links with the Group’s customers;
• ■some categories of employees who may potentially be exposed to such risks, e.g. purchasing officers, international project managers;
• ■certain support or supervisory functions, e.g. lawyers, in-house auditors.

This is a strong commitment on the part of Eiffage and is supported by its Executive Management.

Since February 2023, each session has begun with an introductory video of Chairman and CEO Benoît de Ruffray, reminding participants of the importance of ethics and the fight against corruption. This is followed by a presentation by a member of the Group’s Executive Management or of a division’s senior management.

More specifically, this module deals with topics such as:

• ■risk situations involving competition law, the associated issues and the sanctions incurred;
• ■risk situations involving corruption and trading in influence, the associated issues and the sanctions incurred;
• ■the Sapin 2 law (including its scope of application) and the obligations it entails, such as the implementation of the eight pillars of an anti-corruption compliance programme, and with a particular focus on the Eiffage Code of Conduct, the corruption risk mapping exercise and the internal whistleblowing system.

Since December 2024, interns have been given a quiz after completing the training module to check that they have understood all the material covered (a score of at least 80% is required to pass).

The content of this module is regularly updated to take account of regulatory changes and any new risks identified when updating Eiffage’s corruption risk maps and anti-corruption system.

This training continued in 2024 and was delivered to more than 1,000 people over the year.

In addition, in 2024, the Chief Risk, Compliance and Internal Control Officer provided specific training on the Group ethics and anti-corruption policy to the 50 attendees of the “Turnkey projects” and “Managing a profit centre” in-house courses.

Lastly, there has been greater emphasis on promoting a culture of integrity in business dealings with the rollout of the Code of Conduct e-learning module, as described in section 2.4.1.2.2 / Corporate culture and business conduct policies [G1-1], action plan and targets/results.

Since 2010, when it signed the Charter for Responsible Supplier Relations, Eiffage has been committed to establishing a shared framework of actions across its individual business lines, products and services, and geographical regions. This framework has enabled the Group to build a durable and balanced relationship of mutual trust between the Group and its suppliers by sharing commitments regarded as key when assessing impacts of all kinds.

Eiffage’s responsible purchasing policy aims to promote ethical practices, foster long-term partnerships with suppliers who share the Group’s values, and factor in social and environmental issues. This policy makes it possible to challenge purchasing practices and drive improvement.

Committed to honouring its payment terms, Eiffage is constantly improving its tools and its organisational structure. In France (2.8 million invoices), all suppliers, regardless of size, can use a portal to input their invoices then track them every step of the way, right through to confirmation of payment. A dedicated team is on hand to help them learn how to use the tool. A guide for suppliers and subcontractors describes the procedure in full with the aim of supporting the Group’s partners at every stage of the purchasing and administrative process and invoice processing.

The proportion of invoices submitted via electronic data interchange (EDI) and portal reached 43% of the total volume at the end of 2024.

To speed up the payment process, Eiffage conducts 10 payment runs per month.

Eiffage is committed to maintaining relations based on transparency, integrity and fairness with its suppliers, and to sharing purchasing processes based on predefined, explicit criteria, of which all parties are aware.

The Group’s Purchasing Department has improved and automated its supplier vetting process using Lodace sourcing, the Group’s purchasing platform. Each supplier or subcontractor registered on the platform is vetted by examining a number of objective criteria, such as its CSR self-assessment score, its revenue and theoretical dependency rate on the Group, its operating performance assessment scores and its contractual status with the Group. By 2024, 63% of purchasing expenditure had been assessed this way, giving purchasing officers a comprehensive view of each supplier.

To ascertain whether suppliers comply with the Group’s requirements, 72% of framework contract suppliers completed the Purchasing Department’s CSR questionnaire in 2024.

Some suppliers are audited as part of their duty of care (see section 3.7 / Monitoring measures and their effectiveness).

In the areas of purchasing and category management, Eiffage Énergie Systèmes purchasing officers regularly visit plants to check the CSR and environmental policies implemented by industrial suppliers. This is also an opportunity to liaise with the production and logistics teams.

Eiffage makes a point of including local SMEs and suppliers in its projects. On the Paris Metro Line L15 Est-1, for example, 12% of the Group’s expenditure involves SMEs.

A “suppliers and subcontractors” kit is available on the Eiffage website to provide guidance on the main stages of the purchasing and administrative process and invoice processing. The purpose of this document is to help suppliers and subcontractors learn how to use the digital purchasing tools in order to improve interaction and be transparent about the Group’s requirements, particularly those relating to compliance and CSR assessment.

Local initiatives have been set up to promote social and environmental commitments, for example at Eiffage Énergie Systèmes:

• ■in 2024, its Centre-Est regional department organised the EcoCarbone trade fair, attended by about a dozen suppliers. The aim of this event was to raise awareness of low-carbon issues, facilitate conversations between suppliers and Eiffage teams and encourage uptake of the BlueOn platform (marketplace developed by Eiffage where carbon information can be displayed alongside price – see section 2.2.3 / Climate change [E1]), while also improving understanding of environmental data, particularly environmental product declarations (EPDs);
• ■the division also organised an event focusing on relations with subcontractors. This initiative sought to strengthen ties with the division’s partners, understand their needs better and convey the Group’s core values. It also provided an opportunity to highlight priorities, especially social and environmental issues and safety on the division’s worksites.

The system Eiffage has put in place to prevent, detect and deal with allegations or cases of corruption and bribery was developed on the basis of risk mapping. It consists of the following procedures and rules:

• ■the Code of Conduct, which sets out the rules to be observed in combating corruption (see section 2.4.1.2.2 / Corporate culture and business conduct policies [G1-1], action plan and targets/results);
• ■the whistleblowing procedure and the internal investigation procedure;
• ■the third-party due diligence procedure;
• ■the corporate philanthropy and sponsorship procedure.

Compliance with the rules is verified by an appropriate internal control system and by the Internal Audit Department.

If necessary, the person responsible for the Group’s whistleblowing system may decide to convene an ad hoc committee to decide collectively whether or not to open an investigation and what resources are to be allocated.

In addition to their expertise, consideration is given to the independence of the committee members (particularly to any conflicts of interest) in order to guarantee an objective investigation.

Furthermore, depending on the type of investigation, a specific assignment brief is drawn up, specifying the nature and conditions of the investigators’ assignment, and the committee members sign a confidentiality agreement guaranteeing that they will act independently.

Where senior management does not take the decision to initiate the internal investigation, it is at least notified of the investigations opened into the most sensitive situations, with the exception of those in which it is implicated. In this case, a procedure for referral to a higher level may be implemented.

The results of the whistleblowing reporting process are statistically monitored against the half-yearly anti-corruption indicators. The person responsible for the Group’s whistleblowing system then consolidates the reports anonymously. These indicators are presented to various committees:

• ■the Compliance Governance Committee;
• ■the Audit Committee of the Board of Directors;
• ■the Internal Control Committee.

In addition to this presentation of the half-yearly indicators, the Ethics Officer appointed by the Board of Directors carries out a half-yearly review to ensure that the whistleblowing system is working properly, check on any developments and examine the reports made during the financial year. The Ethics Officer reports to the Board on this matter every year.

Information on the corruption and bribery prevention policy and how it is communicated is provided in section 2.4.1.2.2 / Corporate culture and business conduct policies [G1-1], action plan and targets/results.

Eiffage employees can find the rules and procedures for preventing corruption in the risk management guide, available in French, English and Spanish on the Group’s intranet. The “Business ethics and integrity” risk document and associated procedures specify the job descriptions specifically impacted by these rules. All relevant information on the subject can also be found in the “Ethics and compliance” SharePoint.

Eiffage stakeholders can check the Group’s “ethics and social responsibility” page on the corporate website www.eiffage.com, where they will find its ethics and anti-corruption commitments.

In addition, the anti-corruption system and any relevant information are made available to third parties upon request. Information relating to Eiffage is regularly updated on the shared Viaco third-party assessment platform.

Lastly, Eiffage’s commitments are reiterated in ethical clauses included in contracts, terms and conditions of purchase containing ethical provisions, framework purchasing contracts and model contracts with subcontractors.

In 2010, as indicated in section 2.4.1.2.2 / Corporate culture and business conduct policies [G1-1], action plan and targets/results, Eiffage developed a face-to-face training module, “Basics of Ethical Business Practices”, which covers the Group’s best practices for managing risks associated with competition and corruption.

This module is based on risk situations encountered in the course of the Group’s activities and is delivered by in-house speakers (sales director or legal director) and by a specialist lawyer.

An e-learning training module on the Code of Conduct has also been rolled out (see section 2.4.1.2.2 / Corporate culture and business conduct policies [G1-1], action plan and targets/results). The content of this module was also developed based on the main risk situations faced. In addition, a training programme tailored to the risks identified is being rolled out by some subsidiaries abroad or in overseas territories.

The number of employees in each risk category is currently being determined. For the next statement, this will make it possible to determine the percentage of employees most exposed to the risk of corruption who have already undergone training, as well as those who have yet to be trained.

For training provided to Board members, see the Board of Directors’ report on corporate governance.

The resources allocated to business ethics compliance are provided by the Risk Management, Compliance and Internal Control Department and the Group’s Purchasing Department, as well as by each of the divisions. There is no consolidation at Group level and the amounts involved are not significant for each division.

Neither the Group nor its directors have been fined or prosecuted for breaching anti-corruption or anti-bribery legislation.

• ■Eiffage does not engage in any interest representation activities at European level and is not listed in any register at said level.
• ■In France, the Group’s entities that file declarations of interest concerning lobbying activities with France’s High Authority for Transparency in Public Life (HATVP) are Eiffage SA, APRR, Sun’R power and Sun’Agri.
• ■For each of these companies, the identity of the directors and individuals responsible for lobbying, the activities carried out and the resources allocated to these activities are indicated in the records available on the HATVP website.
• ■The activities declared in 2024 for the year 2023 and the resources allocated are as follows:
  • ❯Eiffage SA: two activities and resources of between €75,000 and €100,000 allocated;
  • ❯APRR: two activities and resources of less than €10,000 allocated;
  • ❯Sun’R power: no activities and resources of between €75,000 and €100,000 allocated;
  • ❯Sun’Agri: one activity and resources of between €75,000 and €100,000 allocated.
• ■Eiffage’s Chief Risk, Compliance and Internal Control Officer, APRR’s Legal Director and the Sun’R Group’s Public Affairs directors annually declare their activities and the resources allocated based on a survey of the individuals responsible for lobbying. The activities carried out, the resources allocated in 2024 and the themes covered by these activities will be identified on 1 April 2025.
• ■As laid out in its Code of Conduct, Eiffage is prohibited from funding any political party, irrespective of the legislation in the relevant country. None of the Group’s companies are involved in direct or indirect funding of this nature.

With regard to payment practices, across all the Group’s business activities and countries where it operates, Eiffage applies the terms and conditions stipulated by the legislation in force, which entails a variety of standards depending on the country in question, the nature of the business and the types of contracts involved.

Committed to honouring its payment terms, Eiffage has rolled out a paperless system in France (digitalisation, supplier portal and EDI) to streamline the invoice management process, give its partners greater transparency and speed up the payment process. Electronic data interchange (EDI and portal) now covers 43% of the total volume of invoices in France (2.8 million invoices) and is set to increase in the next few years (see section 2.4.1.2.3 / Management of relationships with suppliers [G1-2]).

In France, payment terms from the date of receipt of the invoice average 45.6 days across all supplier categories.

Outside France, the way invoices are handled depends on local processes and information systems.

The Group is currently unable to provide consolidated tracking information on payment terms by supplier category, which would enable it to disclose the percentage of payments made within these terms. This information will be disclosed for France within two years, and the reporting boundaries will be gradually extended as the information and management systems are unified over the next three to five years.

In 2024, across the whole of France, the Directorate-General for Competition, Consumer Affairs and Fraud Prevention (DGCCRF) issued two decisions in which Eiffage companies were fined for late payment.

This note indicates the method used to calculate each indicator.

The green taxonomy indicators are used for all Eiffage Group companies within the consolidated financial scope. The financial data used are taken from the Eiffage Group’s 2024 consolidated financial statements, presented in euros in compliance with the IFRS standards adopted by the European Union as of 31 December 2024, and described in the notes to the consolidated financial statements.

The wide range of different companies and activities within Eiffage has led the Group to set out a differentiated approach to determining the eligibility of revenue that makes the best possible use of the information systems and data available. At the same time, it retains a pragmatic approach by taking into account each company’s contribution to the total consolidated revenue.

Three different types of companies were therefore distinguished to assess revenue eligibility:

• A .Companies that use the Group’s ERP system
• B .German, Belgian and Spanish companies
• C .Other companies.

The denominator is the Group’s reported revenue, excluding revenue from ‘concession arrangements’ pursuant to IFRIC 12 (see note 5.1. ‘Operating income’ in the notes to the consolidated financial statements).

To determine the eligible revenue for each of the above types of companies, an appropriate approach was selected to collect data and analyse the eligibility of their activities.

• A .For the companies that use the Group’s ERP system, each site’s revenue is categorised by market segment. The eligibility of each market segment was reviewed.
• B .For the German, Belgian and Spanish companies, which represent the Group’s main international presence, the analysis is carried out locally on the basis of the subsidiaries’ activities and projects.
• C .The preferred approach for determining the eligibility of other companies focuses on assessing their core activity.

The eligibility of activities was assessed with regard to those listed in each of the objectives of EU Regulation 2020/852. The same method was applied for each objective.

For so-called ‘multi-objective’ activities (such as the construction of new buildings activity, which is eligible under CCM 7.1 and CE 3.1), to avoid double counting, the main objective is determined on the basis of Eiffage’s capacity to be aligned with the substantial contribution criteria of each objective, and on the nature of the activity.

The Group did not produce any new interpretations in 2024, other than taking account of the clarifications provided by the European Commission’s FAQs dated 29 November 2024, for example regarding CCM 6.15 “Infrastructure enabling low-carbon road transport and public transport”.

The FAQs confirmed the position adopted by the Group in 2023 regarding CE 3.5, "Use of concrete in civil engineering".

The denominator of the CapEx ratio reflects the purchases of tangible and intangible assets in the reporting year, including concession intangible assets, right-of-use leased assets and the assets of acquired companies. This data is set out in the notes to the consolidated financial statements, specifically notes 6.1 “Concession intangible assets and financial assets in respect of service concession arrangements”, 6.4 "Other current assets" and 6.5 "Leases".

The CapEx eligibility assessment consists of two phases.

Firstly, acquisitions of intangible assets and property, plant and equipment, classified by asset type, are assessed for the entire Group.

This assessment identifies ineligible CapEx (land, patents, business assets, office automation, etc.), CapEx from type A production (industrial equipment) and type C individual measure CapEx (buildings, company vehicles, etc.).

The Group has refined its methodology for determining the eligibility of CapEx related to production: the assessment is now carried out for each individual company based on the eligibility of its activities. For multi-service companies, their CapEx has been allocated based on revenue.

Further assessments are then carried out to determine the eligibility of certain types of investments, such as vehicles which must meet specific eligibility criteria. For example, passenger vehicles and light commercial vehicles are eligible under CCM 6.5 if they fall within either of the following categories:

• ■M1: passenger vehicles with no more than eight seats in addition to the driver’s seat;
• ■N1: vehicles for carrying goods and weighing no more than 3.5 tonnes.

Since OpEx, as defined in the Taxonomy Regulation, accounts for only 7.52% of the Group’s total OpEx, this indicator would not have been considered relevant. The Group has therefore decided to exempt OpEx from the analysis of eligibility and alignment.

Acronyms and abbreviations:

• ■SC: Substantial contribution
• ■DNSH: Do No Significant Harm
• ■MS: Minimum Safeguards
• ■EIA: Environmental impact assessment
• ■CCM: Climate change mitigation objective
• ■CCA: Climate change adaptation objective
• ■WTR: Sustainable use and protection of water and marine resources objective
• ■CE: Transition to a circular economy objective
• ■PPC: Pollution prevention and control objective
• ■BIO: Protecting and restoring biodiversity and ecosystems objective

The method used to determine revenue depends on the activity:

• ■For construction and renovation activities (CCM 7.1 and CCM 7.2), 156 new construction and renovation projects in France and abroad were sampled at Eiffage Construction. The alignment rate of this representative sample, which covers 54% of the division’s revenue, enables extrapolation to the rest of the population.
• ■For other eligible activities, the entirety of the activity, or a broad sample, is analyzed. The assessment is carried out at the division and country levels, to verify compliance with the SC and DNSH criteria.
• ■For the entities acquired in 2024 – Salvia Group and Eqos – only the eligibility assessment was conducted. Their alignment will be assessed for the next reporting exercise.

• ■For CapEx related to production activities, the assessment is conducted at company level using the same methodology as for eligibility.
• ■For individual measure CapEx, the following assessments are performed:
  • ❯CCM 7.7 "Acquisition and ownership of buildings": the most material buildings accounting for over 65% of the total CapEx are selected and are assessed on the basis of the SC and DNSH criteria for the selected buildings. CapEx that is not individually material and, by nature, most likely unaligned, is not assessed.
  • ❯APRR CapEx: aligned investments are related to CCM 7.4 “Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)” The assessment covers 100% of investments.

• ■The DNSH criterion for adaptation to climate change applies to all activities. An assessment of physical climate risks was conducted on 400 representative assets of the Group. Described in the paragraph ‘Material impacts, risks and opportunities and their interaction with strategy and business model [ESRS 2 SBM-3]’ of this sustainability statement, this assessment did not identify any sites at risk for which alignment was considered.
• For major projects and construction works, EIAs that include a climate risk assessment are systematically conducted. Projects can also use the Bat-ADAPT climate vulnerability assessment tool available from France’s Ministry of Ecological Transition, Biodiversity, Forestry, Sea and Fisheries.
• Finally, Eiffage relies on assessments carried out by its customers when the latter are responsible for conducting them.
• ■The DNSH criterion on the sustainable use and protection of water and marine resources applies to the majority of aligned activities.
• For projects in France, water regulations impose the following requirements on so-called ’IOTA’ projects (involving installations, structures, construction work or activities) that have an impact on the aquatic environment and public health:
  • ❯conduct an EIA that includes an analysis of the ecological characteristics of groundwater;
  • ❯implement a water management and use plan in compliance with France’s LEMA law on water and aquatic environments;
  • ❯for a given project, comply with the guidelines of plans for the development and management of water resources (SAGE), and of general plans for the development and management of water resources (SDAGE), particularly with regard to the items set out in the appendix.

• At European level, all projects comply with this DNSH, as Eiffage must comply with the applicable regulations (Directives 2000/60/EC and 2011/92/EC, and the regulations adopted by the Member States). Projects for which an EIA is required have had their environmental risk exposure assessed and are required to implement mitigation measures. Projects for which an EIA is not required must comply with the local regulations, which are aligned with the plan for water resource development and management, and therefore with Directive 2000/60/EC.
• ■The generic DNSH criterion on pollution applies to the majority of aligned activities. Eiffage has ensured that no chemical substances subject to European legislation, or which could potentially be covered by such legislation, are manufactured, sold or used, through a process of monitoring the substances used in its own procedures, information provided by suppliers, and specific due diligence. For the 2024 reporting year, every effort has been made to conduct the assessment with the information available on the date of preparing the Group’s Taxonomy statement. We have therefore concluded that the activities are aligned with this DNSH criterion. Efforts will continue to refine the assessment and improve the processes for the coming years.
• However, there are uncertainties surrounding the interpretation of the texts, regarding DNSH criteria a) to f) and supplementary paragraph, and on the scope of substances to be assessed, as well as limitations in gathering the required information. To date, Eiffage is unable to guarantee that its processes incorporate all substances covered by the DNSH.
• Eiffage has assessed compliance for each of the following points in its operations:
  • ❯The use of persistent organic pollutants subject to the POPs regulation, such as asbestos, complies strictly with the French labour and public health codes.
  • ❯For chemical substances containing mercury or mercury derivatives, upstream project analysis and a risk management procedure ensure that components containing these substances are excluded from Eiffage’s operations;
• Internal guidelines provide instructions on procedures to adopt if an abnormal environmental event occurs, particularly an event involving POPs or mercury.
  • ❯Ozone-depleting substances (refrigerants) are used for Eiffage Énergie Systèmes activities (CCM 7.1, 7.2 and 7.3). A cautious approach has been adopted, where the percentage of revenue related to activities involving the installation of an HVAC system (chillers, air conditioning) is not aligned. This equipment contains ozone-depleting substances and there are few cost-effective alternatives on the market, with F-Gas III accreditation authorising the purchase or maintenance of this equipment.
  • ❯Eiffage complies with the Restriction of Hazardous Substances in Electrical and Electronic Equipment (RoHS) Directive, which governs the use of hazardous chemical substances in electrical and electronic equipment that do not comply with Article 4 of the Waste Electrical and Electronic Equipment (WEEE) Directive. Compliance with RoHS is included in Eiffage’s general terms and conditions for supplier purchases. Suppliers must therefore ensure compliance with regulations on electrical and electronic equipment sold to Eiffage and notify Eiffage if non-compliance is detected.
  • The regional offices of Eiffage Énergie Systèmes have implemented procedures on waste management in accordance with regulations, including the management of WEEE. Where dumpsters are not provided by customers for depositing WEEE, Eiffage uses an approved producer responsibility organisation (éco-organisme) to process the waste. A partnership agreement may be signed with these producer responsibility organisations, which are not paid by Eiffage, but via an environmental tax system. Eiffage therefore acts as an intermediary operator, between the customer and the producer responsibility organisation, to deposit and collect the waste.
  • As part of a circularity strategy, some WEEE can be reused free of charge for off-market use, therefore generating no revenue in 2024.
• In addition, Eiffage ensures compliance with the REACH Regulation through INRS’s SEIRICH application, to detect the presence at worksites of carcinogenic, mutagenic and reprotoxic substances that are subject to regulatory restrictions.
• If the application identifies a non-compliant substance, an internal investigation is launched to understand why, and replacement products or materials are sought.
• Finally, there is Group-wide monitoring of substances that meet the criteria of Regulation (EC) 1272/2008 for one of the hazard classes or categories referred to in Article 57 of the REACH Regulation.
• ■For the generic DNSH criteria for pollution prevention, CCM 3.1 "Manufacture of renewable energy technologies", the assessment of the safety data sheets for products used for wind energy products (mainly paints) revealed no substances prohibited under paragraphs a) to d) of Appendix C. However, some of the products used contain substances banned under paragraph f) of the appendix. Nevertheless, since customers require these products to meet the structural durability and other requirements of the offshore wind energy sector, these products are used under controlled conditions. Eiffage considers this criterion to be aligned, given that there are no suitable and commercially available alternatives to the substances and technologies used.

• ■The DNSH criterion on the restoration and protection of biodiversity and ecosystems concerns all activities. All projects that require an EIA or a case-by-case examination are compliant. A project may not require an impact assessment, after an automatic or case-by-case analysis because it is below the European thresholds and therefore considered to have an immaterial impact. However, a “safety net clause” may impose a case-by-case review and possibly an impact assessment for a project that is below the thresholds.

• ■For CCM 4.27 “Construction and safe operation of new nuclear power plants for the generation of electricity or heat, including for hydrogen production, using best‑available technologies” and 4.28 “Electricity generation from nuclear energy in existing installations”, Eiffage participates in the construction of EDF’s new nuclear power plants (EPR2 in Penly). To assess the alignment of these activities, Eiffage relies on the alignment assessment carried out by EDF, which concluded that these activities were 100% aligned. Accordingly, the Group’s CCM 4.27 and CCM 4.28 eligible activities are also aligned with the Taxonomy criteria.
• ■For criteria relating to the operator of activity CCM 4.9 “Transmission and distribution of electricity”, Eiffage relied on the alignment assessments of RTE and Enedis, its main customers. This led Eiffage to the conclusion that the revenue generated by the activities carried out for these customers in France was 100% aligned.
• ■The SC for CCM 6.14 “Infrastructure for rail transport” requires that the infrastructure not be intended to transport or store fossil fuels. Eiffage relies on the European Commission’s FAQs of October 2023 to validate this criterion. None of the Group’s infrastructure is exclusively intended for the transport or storage of fossil fuels. Furthermore, when Eiffage is involved in an infrastructure project, it is impossible to know exactly how the infrastructure will be used and to therefore exclude some part of it from eligibility.
• ■In the case of CCM 7.1 “Construction of new buildings” and CCM 7.2 “Renovation of existing buildings”:
  • ❯For new buildings, the "HQE BD v4 - Construction (2019)" label validates all SC and DNSH criteria, except for:
    • ❯the circular economy DNSH criteria on the circularity of the building’s design;
    • ❯the pollution DNSH criteria on volatile organic compounds (VOC) and formaldehyde thresholds in construction products and materials, and potentially contaminated areas.
  • ❯With regards to compliance with the DNSH specific pollution criteria:
    • ❯the Taxonomy’s formaldehyde concentration threshold is the same as the A label threshold for construction products, wall and floor coverings, paints and varnishes (pursuant to the Decree of 19 April 2011). These labels are required for projects to be considered aligned.
    • ❯the concentration threshold of 0.001 mg for category 1A 1B carcinogenic VOC corresponds to the REACH Regulation with which Eiffage complies.
  • ❯For the water DNSH criteria, the verification of flow rate thresholds may be verified through certification, in the case of residential buildings, or a questionnaire for non-residential buildings. The Appendix E technical criteria are not monitored by the Group as they relate to manufacturing standards. However, NF certification of products enables France to meet the Appendix E requirements.
  • ❯Lastly, regarding specific biodiversity DNSH criteria, in its FAQs of December 2022 the European Commission determined that planning permission may serve as evidence of compliance.
• ■For the SC of CCM 7.1 “Construction of new buildings” and the calculation of Global Warming Potential, the ‘static’ and ‘dynamic’ life cycle analysis calculation methods may be used to validate this criterion.
• ■None of the WTR objective eligible activities (2.1 and 2.2) were aligned because of a difficulty in gathering the data. The responses to several criteria are held by the operators, with Eiffage acting as manufacturer.
• ■For CE objective eligible activities (3.1, 3.2, 3.3 and 3.5), the majority could not be aligned because of technical and regulatory constraints. However, a small number (0.5%) of sites for CE 3.4 “Maintenance of roads and motorways” were aligned because they use the ARC1000® and ARM® technical recycling procedures developed by Eiffage Route, which meet all CS and DNSH criteria.
• ■With regards to CapEx:
  • ❯For CCM 7.7 “Acquisition and ownership of buildings”, two buildings were aligned.
  • ❯For CCM 6.5 “Transport by motorbikes, passenger cars and light commercial vehicles”, no electric or hybrid vehicles were considered to be aligned because some DNSH circular economy and pollution data are unavailable and need to be verified with manufacturers and/or lessors.

• ■For OpEx, the exemption ratio, which is the ratio between the total Taxonomy-eligible OpEx and the Group’s consolidated OpEx, was 7.52% in 2024. The proportion of Taxonomy OpEx is therefore immaterial compared to the Group’s total OpEx of 19.422 billion euros. Given this immateriality, there is no obligation to report the OpEx ratio.
• ■The MS apply to all activities and are addressed in section II.3.

The assessment of the minimum safeguards for the alignment of the Eiffage Group’s eligible activities was based on the following:

• ■Article 3 of the Taxonomy Regulation (EU) 2020/852 on environmental sustainability criteria for economic activities, which specifies in paragraph (c) that in order to be considered environmentally sustainable these activities must be carried out in compliance with the minimum safeguards set forth in Article 18.
• ■Article 18 of the Taxonomy Regulation (EU) 2020/852, dealing specifically with the Minimum Safeguards, which are defined as procedures implemented by an undertaking that is carrying out an economic activity to ensure alignment with the principles of the following four founding texts:
  • ❯The International Bill of Human Rights (1948, 1966), which comprises the Universal Declaration of Human Rights, the International Covenant on Economic, Social and Cultural Rights, and the International Covenant on Civil and Political Rights.
  • ❯The principles and rights set out in the eight core conventions cited in the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work (2002).
  • ❯The United Nations Guiding Principles on Business and Human Rights (2011).
  • ❯The OECD Guidelines for Multinational Enterprises (2011).
• ■The recommendations of the Final Report on Minimum Safeguards of the EU Platform on Sustainable Finance of 11 October 2022.
• On the basis of these founding texts, the report by the Platform on Sustainable Finance has identified the following four priority themes for which minimum safeguards must be assured:
  • ❯Human rights
  • ❯Competition
  • ❯Taxation
  • ❯Anti-corruption.

The assessment of the Group’s compliance with the minimum safeguards included the non-alignment criteria proposed in this statement. These criteria aim to ensure that the Group has not been responsible for the violation of any rights or regulations in relation to these four themes, and that it has put in place procedures to identify, assess, avoid and mitigate such violations. A summary of these assessments is presented below:

Eiffage is committed to respecting recognised fundamental freedoms and human rights, as set out in paragraph 1.2.1 The Group’s CSR commitment in this sustainability statement.

The Group has never been convicted of a human rights violation. No matters referred to an OECD National Contact Point (NCP) have been accepted for consideration. Eiffage stands ready to respond to any question or request for information from the Business & Human Rights Resource Centre (BHRRC) within three months. In 2024, Eiffage provided a response following allegations regarding its respect of human rights, published on the BHRRC’s website.

Eiffage observes the six key steps of a reasonable human rights due diligence process set out in the UN Guiding Principles. The Group’s human rights due diligence procedure is described in detail in its Duty of Care Plan and is steadily improved in light of the Guiding Principles, notably through the following actions:

• ■Mapping duty of care risks specifically conducted in 2023 independently of CSR risk mapping, in order to specifically identify and assess the Group’s negative impacts on human rights and fundamental freedoms. For this reporting year, these risks were considered to be low ("net risk") and therefore do not appear as “major risks” in the Group’s risk map. In 2024, the map’s gross risks were reviewed in the light of the findings of the double materiality assessment, and indicators for the risks identified in the mapping process were aligned with the indicators defined in the Corporate Sustainability Reporting Directive (CSRD).
• ■The approval of a specific statement, in 2022, reiterating Eiffage’s commitment to combating modern slavery and human trafficking, and, in 2023, a new statement on the Group’s commitment to respecting human rights.
• ■The implementation of a whistleblowing procedure to facilitate the reporting of serious violations of human rights or fundamental freedoms or serious harm to the environment or to human health and safety. In 2023, this procedure was made available to external stakeholders and a formal procedure was established for internal investigations and the monitoring of remedial actions.

If the Group observes an adverse impact on human rights or fundamental freedoms, it is committed to implementing appropriate remedial measures.

Neither the Group nor any of its executives have been convicted of corruption.

The Group has implemented anti-corruption procedures. These procedures are set out in paragraph 4.1.2.4 Prevention and detection of corruption and bribery cases [G1-3] in the 2024 sustainability statement.

The Eiffage Group has never been convicted of a tax law violation.

Because of its presence in many countries, Eiffage is governed by different national tax laws. However, Eiffage’s business is concentrated in Europe, with EU-wide accounting standards being applied to preparing its consolidated financial statements. In the same vein, it is worth noting that the Group’s effective tax rate is slightly higher than the corporate income tax rate in France, where Eiffage has its headquarters.

The primary objective of the Group’s tax policy is to ensure legal security and long-term stability:

• ■Eiffage does not have any operations in non-cooperative countries, as defined by the OECD.
• ■Eiffage carries out commercial transactions only and is not involved in any artificial transactions. The Group’s investments are structured to meet the operational objectives of its projects, which mainly involve construction or maintenance activities or public service concession contracts.
• ■Eiffage pays taxes in the countries where it operates, in compliance with national standards and international tax treaties.
• ■Eiffage documents its transfer prices and its policy complies with the arm’s length principles established by the OECD and the EU.

The Eiffage group has never been definitively sanctioned for failure to comply with competition law.

The Group ensures that its employees are aware of the importance of complying with competition laws and regulations, as described in paragraph 4.1.2.2 Corporate culture business conduct policies [G1-1], actions, targets and metrics in the 2024 sustainability statement.

In conclusion, the Eiffage Group’s activities are conducted in compliance with the minimum safeguards.