Radio emeis BEST WISHES from Laurent GUILLOT

Well, obviously we came from a difficult period over the last two or three years, but the deep transformation that was undertaken over the last two years is beginning to bear fruit. We can see it from several indicators; we haven't finished our work. We can see it from several indicators. First, as you know, my first priority is the health and safety of our employees, and the progress has been huge in this area since we have halved the number of workplace accidents across the group, a little less in France but halved across the group. We have reduced staff turnover – fewer people are leaving – but they are still too many; we need to continue working. And the satisfaction of our patients, our residents, and our beneficiaries, which is why we are working, has continued to progress and is progressing compared to 2022, which is a source of satisfaction. We also see it through the improvement of our occupancy rate worldwide in general, but particularly in France in our nursing homes and in our clinics. So many improvements, many positive points, but at the same time, there is a colossal task ahead of us that leads us to continue and intensify our efforts because we are still not at economic equilibrium today.

The transformation is not at all finished. The progress made is both impressive, but there is still much to do ahead of us in terms of health and safety at work, quality of care and support, and also in terms of efficiency and productivity in our establishments and at headquarters.

I see three main ones. The first, obviously at the very beginning of the year, was the entry into the capital of EMEIS by our new shareholders – Caisse des Dépôts, Maif, MCSF, the group – who trusted us, trusted the teams, all the EMEIS teams and the work we do. But they also allow us to project ourselves into the long term and to engage in transformations of the group. And then in 2024, it was also the opportunity to turn a page: turn the page on ORPEA and change our name, transforming into EMEIS. That was important for all the teams, important for the patients and residents, and it is also the mark of our reorientation much more towards our mission centered on care, particularly with the adoption of our raison d'être and the inscription of this raison d'être in our statutes: 'Together, let us be a life force for the most fragile.' And finally, in 2024, we continued our process of transformation, the refoundation of the group. But we will perhaps talk about that a bit more.

With Fanny Barbier, with all the HR of the group and all the field teams, we placed our employees at the center of our concerns, and I think that will remain and it is a fundamental model for the group. Of course, health and safety – I won't go back to that. In France, we have also reduced the number of workplace accidents; we still have a significant path ahead. The intensification of social dialogue, which was important and started in 2022, and let's not forget training. Yes, training. That is a longer-term project that we started two years ago to strengthen training programs. We want every colleague to be able, during their time at EMEIS and their career, to continue to strengthen their skills. We doubled the number of people trained across the group in 2024, so it is a considerable effort we are making in terms of training.

Of course, because if we take care of our employees, it is so that they can in turn take care of our patients, our residents, our beneficiaries, and their loved ones. The raison d'être of the company remains to take care of our patients, residents, and beneficiaries. Under the impetus of Pierre Calixte Salmon, our Medical Director, all the teams mobilized. I will give you a few examples: we continued to develop our ethical policy and bientraitance with Professor Emmanuel, which is deployed widely in our establishments in France and around the world. There too, we multiplied training on major subjects: fall prevention, of course, undernutrition, mobility. There is still much to do. And then the quantity of our declarations of serious adverse events has been improved. We have nearly tripled the number of declarations; it is a guarantee of transparency towards our patients and residents, a guarantee of transparency towards our authorities, but it is also – and that is what we will need to continue to strengthen – the basis of a process of continuous improvement of care and support. And that is really a point on which we will work again in 2025.

Yes, of course, because we also need to prepare for the future. We wanted to go further by conducting pilot projects in a few establishments. The objective of the pilot projects is to study their viability and their interest, both economically and medicosocially. So we started pilots in terms of personalized care pathways, meals like at home for our residents, involving them in meal preparation. These are devices that exist in other countries, for example in the Netherlands, where it works very well. We are testing it; it is still a test, and then we will see if in 2025 or 2026 we can generalize them or change the approach a bit.