3.3 DIVERSITY

Diversity and inclusion are values staff of over 70 nationalities. which the Maire Tecnimont Group Their development is a founding has always identified with and rec- and distinctive element of the susognised itself in. They represent an tainability policy in the medium to integral part of the Group’s Code long-term. of Ethics and culture. The Maire

Tecnimont Group has always put The path taken by the Group has

People at the center, promoting evolved over time from an apdiversity, supporting inclusion and proach to protect and integrate recognizing the unique value and diversity to a proactive strategy. fundamental contribu- The aim is to encourtion of each person to the corporate develop GEOGRAPHY age effective inclusion to fully seize opportument and growth strat- nities and generate egy. An increasingly value through an acinclusive working envi- tivity plan inspired by ronment, a committed the principles conand heterogenous workforce, a more and 74 tained in the Human Resources Policy. This more open culture, attentive to valuing the NATIONALITIES Policy, published in March 2020, guaranrichness of differences tees, starting from the are the ambitious objectives that selection stage, a system based have always guided Maire Tecni- solely on merit and on the abmont in its everyday activities and sence of discrimination of any long-term strategies. kind, focusing Human Resources management and development The Maire Tecnimont Group man- plans on professionalism and on ages its business in an international the values and culture of the Maire and multicultural context, in which Tecnimont Group, with the aim to the diversity represents a value, an foster enduring relationships and opportunity and a key competitive ensure sustainable investment in factor to better face the challenges the long-term. This plan provides of the global market. for:

The Maire Tecnimont Group operates in 45 countries and employs 1

Continuous improvement of the MET Academy contents, also including training initiatives that propose specific further and varied courses on the themes of diversity – such as, for example, those proposed by Valore D – and a renewed push for digitization as a tool to guarantee equal opportunities for access to training;

2 Promotion of mentoring and reverse mentoring initiatives to enhance intergenerational, intercultural and gender collaboration, to further strengthen the value and richness of inclusion;

3 The Family Care Programme, expanding the welfare offer for employees, aimed at the constant improvement of work-life balance and increasing support for the needs of the family, related to “parental leave” and part-time working, in addition to the already widespread policies in the field of flexible and smart / remote working;

4 Development of the Maire Tecnimont Group Graduate Programme – to accompany the placement of young graduates and build the “managerial generation of the future”, able to support the long-term strategy of energy and digital transition;

DIVERSITY AND INCLUSION COMMITTEE

The Maire Tecnimont Group has put sustainability at the center of its strategic action plan, also in terms of Governance. To provide a more structured guarantee of equal opportunities as a business priority, a system of widespread governance has been implemented to encourage the development of an always growing inclusive culture, focused on enhancing diversity by establishing an “Diversity and Inclusion Committee”. The launch of focal points and working tables within the main sister companies and geographical areas of the Maire Tecnimont Group will further strengthen

the local support for equal opportunities, inclusion

and diversity, in all its dimensions.

FAMILY CARE PROGRAMME

The birth of a child implies a great change in the overall balance of family life, leading to new habits, priorities and, in many cases, a new organization of daily life’s routine. To support employees in achieving an ever better work-life balance, one of the most effective factors in increasing well-being at work, the Maire Tecnimont Group decided to expand its welfare policies, strengthening the national and contractual legislative provisions, with a specific Family Care Programme that aims to encourage the use of the “parental leave” and guarantee access to part-time working until the child is three years old.

5 Promotion of communication and discussion initiatives on the culture of diversity through “MET Agora’”, a collection of meetings, workshops, interviews and dedicated round tables involving experts from the industrial, academic, institutional and associative world, and also personalities belonging to the Maire Tecnimont Group.

A heterogenous and diversified Human Capital in terms of culture, social and generational background, expertise, skills and experience is a distinctive value and a competitive advantage, as it enables collaboration, promotes mutual and constant improvement, and guarantees the ability to understand and adequately meet the needs and requests of stakeholders.

with the percentage of female gra- To conclude, the analysis of the duates in engineering in Italy, equal Maire Tecnimont Group workforce to 18%, in the disciplines by nationality and emof Industrial and Building/Architectural Engineering (Source: Miur – AVERAGE SALARY GAP ployment area confirms the consolidation of the local content strategy AlmaLaurea Report). put in place some time ago. This is not a mere As far as equal pay is response to the condiconcerned, 2020 data tions of employment imfrom the Maire Tecnimont Group’s main European 93% posed by countries and/ or the limits of access to companies also essen- the local labour market, tially confirms a gender pay but is a result of the continuous segap average of 93% which, for the arch for efficiency and quality, to middle manager and develop a competitive positioning white collar population, advantage and generate added va GENDER stands at an average va- lue through the transfer of skills and lue of 97%. Entry wage know-how, also by including worconditions are substan- kforce along the local supply chain. tially equal for men and women. To be noted in- The range of nationalities represen21% stead, with reference to the executive populated (74) and new hires in 2020 in the various regions where the Maire WOMEN tion, an increase of fe- Tecnimont Group operates (41026 , male employees in all of which more than 88% consists age groups. of local staff) highlight the pursuit

of our long-term local content When it comes to gender diversity, The average age in the strategy. as of December 2020 women re- Maire Tecnimont Group NEW HIRES

present the 21% of the Maire Tecni- is 42 years old, almost in 100% of new hires in the mont Group’s entire population, line with 2019. Again in “North Africa Region & with an improvement of 1 percenta- 2020, this data confirms Sub-Saharan Africa Rege point compared to 2019. The that, by age, the Maire gion” involved local recurrent rate is slightly higher than Tecnimont Group popu- sources. In the Russian & the average for the reference sector (European O&G Services). lation is correctly balanced and therefore it is 88% Caspian Region, with the highest number of new possible to exclude any LOCAL STAFF hiring, the local staff stoAn analysis of the workforce in ter- significant issues in rela- HIRED26 IN 2020 od at around 87%. In Eums of gender shows, as far as Italy is tion to generational rope too, with particular concerned, that the current propor- change, also taking into account the reference to projects in Poland, Beltion of women with engineering policies adopted by the Group to gium and Croatia, the local staff redegrees in Italian companies of the promote the cross-pollination of in- cruitment amounted to 76%. Maire Tecnimont Group is in line ter-generational skills and expertise.

26 The 410 recruits and the 88% of local staff cover the various regions where the Maire Tecnimont Group operates, excluding the Italian headquarters, Holland and Germany and recruitment carried out in the Middle East area.