Plastic Omnium - 2020 Universal Registration Document

STATEMENT OF NON-FINANCIAL PERFORMANCE Highlights www.plasticomnium.com PLASTIC OMNIUM UNIVERSAL REGISTRATION DOCUMENT 2020 130 $# 4.1 AN EXCEPTIONAL CONTEXT 4.1.1 2020 has been marked by the Covid-19 health crisis which will create long-lasting global changes: strong recession, economic and social crises, inward-looking strategies. The automotive sector has been particularly impacted with subdued sales and changes in driver behavior. The sector, already in a slowdown since 2018, was thus instantly spurred to accelerate its transition. The Group, through its presence in China, quickly understood the severity of the situation and actions were implemented to protect employee safety. Since the beginning of the crisis in China, Plastic Omnium was globally prepared for the effects of the health crisis. The two priorities guiding the actions were to preserve employees’ health and to prepare for the extremely sudden shutdown of businesses for an indefinite period. The Group put in place the tools needed to implement the home office. In addition, systematic temperature checks and protective measures were implemented at all the Group’s sites at the beginning of February. A first communication was sent to employees to prepare them for the sudden shutdowns that the Group was expecting. From March, plants were gradually shut down, region by region. Plastic Omnium then implemented partial unemployment measures according to the regulations in force in the various countries. In order to help employees maintain purchasing power in the sites with the largest drops in compensation, Plastic Omnium has established mechanisms to compensate for these salary losses. Group senior managers contributed to a collective effort by accepting a temporary drop in salary. The health protocol changed over time as new information and feedback was received and based on local conditions. The Group chose to meet its significant mask requirements by investing in two production facilities, in France and Mexico. on the Corporate Social Network, exchange threads on social networks, conference calls, newsletters, etc. At the global level, maintaining a human link and solidarity have been priorities over this period: a dedicated newsletter available in four languages called “Let’s keep in touch!” was regularly distributed to all employees with an email address, between March and May. Employees in all countries have been able to benefit from a psychological hotline set up to help them cope with the difficult conditions. Locally, everyone is organized to regularly share information, answer employees’ questions and prepare for their return to work: dedicated groups Originally localized in China, Covid-19 triggered a wave of solidarity amongst employees. Starting in February, teams in Asia sent solidarity video messages to their Chinese colleagues, then the solidarity spread to all of the sites. The Group chose to create a Covid-19 ACT FOR ALL TM Fund intended to support local groups by involving employees. No fewer than 124 initiatives were carried out with the exemplary commitment of employees and €720,000 donated. As examples, intensive care units could be funded and visors manufactured by the sites were distributed. Special attention has also been paid to other stakeholders: the Group has been particularly vigilant on payments to its suppliers so as not to put them in a difficult position. Customer dialog has been intense due to the sector’s just-in-time organization. Shutdowns and restarts should occur in close cooperation so that they occur as smoothly as possible. Restarts have been organized with trade unions, and work organization was always regularly adapted to cope with local virus resurgences. Under a responsible and necessarily strict financial management, the use of temporary staff and service providers as well as overtime hours has been eliminated. Despite the need for immediacy management during this period, the Group has taken the necessary time to continue building for the future by setting up structural projects such as the Omega transformation project. Compagnie Plastic Omnium SE’s very solid foundations have enabled it to responsibly manage this crisis, by putting sustainability at the heart of its actions and by continuing to prepare for the future in which sustainability plays an integral part.