BPCE - 2018 Registration document

2 NON-FINANCIAL PERFORMANCE REPORT

Sustainable development built on our cooperative identity

office and contribute actively to the governance of the Caisses d’Epargne. The training offer covers a broad range of topics: the director training program focuses on learning about the ● identity and history of the Caisses d’Epargne, CSR, the Group’s business lines and digital developments, while also acquiring a strong foundation of general banking culture; for members of Boards of Directors and Supervisory Boards, initial ● regulatory training tackles the five areas established by Decree:

governance, regulation, risks and internal control, strategy, and finance; for the specialized committees, nationwide training courses are ● offered to members of the Risk, Audit, Appointments, and Remuneration Committees. Three new topics were featured in 2018: cybersecurity, financial security (including AML-TF) and customer protection.

COOPERATIVE INDICATORS: COOPERATIVE SHAREHOLDER BASE ➡

Change 2017-2018

At 12/31/2018

Caisses d’Epargne

At 12/31/2017

At 12/31/2016

Number of cooperative shareholders (in millions)

4.63

4.76 24%

4.84 23%

(3%)

Percentage of cooperative shareholder customers (as a %) Average amount of shares held per cooperative shareholder (in euros) (2) Customer satisfaction rate (percentage of very satisfied customers – percentage of dissatisfied customers) (3)

25% (1)

4%

3,050

2,873

2,654

6%

10

2.8

N/A

+7 points

Natural persons only (customers and cooperative shareholders). Figure calculated based on "total number of cooperative shareholders” divided by "total number of customers”. (1) Figures calculated based on "total number of customers” and “outstanding cooperative shares”; natural persons only. (2) Data from the BP & CE individual customer satisfaction survey coordinated by the Group Customer Research division. (3)

COOPERATIVE INDICATORS: GOVERNANCE AND DIRECTOR TRAINING ➡

Change 2017-2018

Caisses d’Epargne

2018

2017

2016

Governance bodies Number of members of Steering and Supervisory Boards

303

307

307

(1%)

Director attendance rate at Steering and Supervisory Board Meetings (as a %)

93%

93%

94%

0%

Percentage of Steering and Supervisory Board members who are women (as a %)

45%

44%

39%

2%

Percentage of Steering and Supervisory Board Chairmen or Vice-Chairmen who are women (as a %)

29%

27%

20%

7%

Director training Steering and Supervisory Boards: percentage of members who took at least one training course over the year (as a %) Steering and Supervisory Boards: average number of training hours per person CSR Guidelines In 2017, the Fédération Nationale des Caisses d’Epargne began preparations to establish the CSR and cooperative guidelines for 2018-2020, by gathering feedback from stakeholders, analyzing stakes and challenges, and collectively building four key ambitions: local footprint: being a key contributor to the transformation of ● the regions and the local economy; active cooperation: encouraging employees and cooperative ● shareholders to become “cooperative players”; societal innovation: anticipating the needs of society in order to ● build progressive solutions;

87%

81%

96%

7%

9.3

10

8

(7%)

global performance: furthering the continuous improvement of ● CSR policies and their incorporation in all business lines for greater impact. These four ambitions, broken down into 11 objectives, set a common framework in which each Caisse d’Epargne, operating as a fully-fledged cooperative bank, defines its own CSR strategy designed to meet the needs and expectations of the stakeholders. The existence of this shared framework facilitates the exchange of best practices and achievement of common goals, while respecting the cooperative structure of the Caisses d’Epargne. In 2018, the Fédération Nationale and the Caisses d’Epargne began to implement these guidelines and drafted an oversight dashboard.

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Registration document 2018