AFD - 2019 Universal registration document

STATEMENT OF NON-FINANCIAL PERFORMANCE The Group’s contribution to sustainable development

With respect to issues relating to biodiversity, AFD is also committed to minimising the impact of its direct footprint wherever it is present. For example, for corporate catering at the head office, 50% of produce used originates from organic agriculture. Efforts are also being made in this area within the network. For example, the Vientiane office uses a cooperative in order to consume produce originating from organic agriculture. Finally, at the level of the Group, to adopt a carbon neutral approach for its activities, every year since 2009 AFD has offset the organisation’s residual emissions. Accordingly, in 2019 AFD supported the Hifadhi-Livelihoods project in Kenya and Clean Water project in Ethiopia, labelled Gold Standard and both generating considerable environmental and social co-benefits. This is how AFD is reinforcing its action to combat climate change in the regions where it operates. 2.4.4 Impacts related to the Group’s activity in reinforcing social link In 2019 the AFD Group continued to deploy its strategic commitment to become a “100% Social Ties” Agency. 2019 saw strategic work carried out aiming to specify the concept of social ties. The strategy for this commitment will be finalised and presented to the Board of Directors in 2020. In 2019 AFD continued to ramp up its action in favour of gender equality. AFD provided more than €4.8bn for Gender CAD1 Ǿ projects (specific objective) and CAD 2 Ǿ projects (main objective) via loans and grants. €740M for CAD 2 Ǿ projects (loans and grants) were committed during the year, and 48.5% of AFD projects incorporate gender equality (CAD 1 and CAD 2 Ǿ projects). In 2019, AFD’s activity in the field of cultural and creative industries underwent an increase with granting of 12 Ǿ projects, concentrated in Africa and high priority countries. In particular, AFD was active concerning issues to do with African heritage in Benin, Cameroon and also Ethiopia where the Agency was asked to finance rehabilitation of heritage sites and construction of museums to increase circulation of African works of art. Support for the audio-visual sector and digital cultural industries was reinforced. In 2019 AFD ramped up its action in favour of sport to provide cross-cutting leverage to achieve SDGs. As a result of the deployment of this strategy adopted in February Ǿ 2019, (1) the first ever basketball court was inaugurated in the city of Zenata in Morocco as part of the partnership between AFD and the NBA. Two new emblematic agreements were signed in 2019: the first was with FIFA for empowerment of women and girls through football and promotion of football at school; the second was with the Senegal National Olympic and Sports Committee (CNOSS), envisaging in particular rehabilitation of sports infrastructures in low-income neighbourhoods of Dakar, looking ahead to the Youth Olympic Games in 2022. As a result of the first call for projects to support local initiatives, launched in 2019, roughly twenty Sport and Development projects received awards.

In 2019, although the variation inGHGemissions assessed for the head office increased by 13% overall, this is an increase limited to 3.6% per employee for 2019 (i.e. 16.7 tCO 2 e per employee, at the same level as in 2018). The overall increase in the Group’s emissions mainly originates from the inputs and energy item. It is attributable to the increase in manpower combined with provisions for real estate, equipment and professional missions inherent to the Group’s activity. The Network carbon balance is produced each year at the end of the first half year N+1, and so we can communicate the figures for 2018: on average an office emits 147 tCO 2 e, and on average a network employee emits 11 tCO 2 e. To support the energy transition, the AFD Group is taking action on all its sites. At the head office in Paris, the impact reduction objective is included in an energy performance contract, by means of a more precise building management system, reducing the electricity consumption by 2.2% (Barthes and Mistral sites) over one year. To change the energy supply mix it is necessary to make use of renewable energy. At the head office, and at the Barthes and Mistral sites, 100% of the electricity consumed is generated from renewable energy sources, including the photovoltaic modules at the Barthes site which generated 11,523 Ǿ kWh in 2019. This commitment is extending to the network. For example, most of the N’Djamena office energy needs are met by means of its photovoltaic plant. In addition, to combine transitions in energy, digital and technology, AFD has decided to use a pooled Datacentre with storage of data hosted in the formof a “private cloud”. Installation of new storage racks reduced electricity consumption by 23% between 2018 and 2019. Other measures are contributing to mitigating our environmental impact. For low carbon mobility aligned with the objectives of “mobilities” legislation, the head office doubled the number of bicycle parking stands in 2019. Local initiatives are encouraged; the Abidjan and Dakar local offices are encouraging staff to car pool. Business travel is the largest item in the Group’s carbon balance. It is inherent to our missions and our many locations (85 local offices in the world, we operate in 110 Ǿ countries), and reducing it is a challenge bearing in mind the scale of the Group’s action. AFD has worked hard to reduce its impact. Although head office manpower increased by 9%, GHG emissions due to business travel only increased by 3.61%. To reduce its emissions, in 2019 AFD conducted an analysis and study in order to optimise travel. Finally, in order to develop frugal use of resources, in 2019 AFD took action such as eliminating plastic cups and bottles from the head office - and also in offices such as at Santo- Domingo, effectively reducing the production of plastic waste. This commitment is also reflected at the level of the Board of Directors, with digitisation of all the files that are sent. Dematerialisation of notes enabled a 30% reduction in paper consumption.

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(1) https://www.afd.fr/fr/page-thematique-axe/sport-et-developpement

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UNIVERSAL REGISTRATION DOCUMENT 2019