BPCE - 2018 Registration document

NON-FINANCIAL PERFORMANCE REPORT A CSR strategy aimed at incorporating sustainable development in our business lines and decision-making processes

2.2.2

Our key performance indicators

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The major CSR risks identified by the Group are covered by commitments, action plans and key performance indicators used to measure how well they are managed and apply improvements if necessary.

Major risk

Risk/exposure management system

Key performance indicator

[Qualitative information]: a code of ethics drawn up and distributed to employees, oversight and governance General Data Protection Regulation (GDPR) systems Annual customer NPS (Net Promoter Score) and trends Outstanding loans to finance the energy and ecological transition (1) (in euros and trend) Responsible deposits and savings (in euros and trend) (2) Number of hours of training per FTE (in hours per FTE) Percentage of sector lending policies including CSR criteria (as a %) Amount and change in loan outstandings for the regional banks (Banque Populaire banks and Caisses d’Epargne) Turnover rate (% and change)

1. Business ethics, transparency and compliance with the law

See Chapter 2.4.3, “Promoting a compliance culture: the Group’s code of conduct and ethics” See Chapter 2.4.3, “General Data Protection Regulation (GDPR) systems” See Chapter 2.4.3, “Customer satisfaction and quality policy” See Chapter 2.3.2, “New green financing products sold by the Banque Populaire banks and the Caisses d’Epargne” See Chapter 2.3.1, “Steering deposits and savings towards a more responsible economy” See Chapter 2.5.1, “Quantitative human resources indicators for Groupe BPCE” See Chapter 2.5.1, “Quantitative human resources indicators for Groupe BPCE” See Chapter 2.3.3, “Integration of ESG criteria in retail banking sector lending policies” See Chapter 2.3.2, “Financing the French economy and local regions” See Chapter 2.4, “Financing the economy: local roots – a key asset” See Chapter 2.3.2, “Supporting financially vulnerable customers” See Chapter 2.4.3, “Governance and supervision of products and CSR analysis of new products and services” section See Chapter 2.5.1, “Promoting gender equality and diversity” section

2. Data security and confidentiality

3. Lasting customer relations

4. Financing for the energy transition, green and blue growth and solidarity-based growth

5. Working conditions 6. Employability and job transformation

7. Integration of ESG criteria in lending/investment decisions

8. Funding of regional economies

9. Regional footprint

Percentage of local suppliers (as a %)

10. Accessibility of products and services & inclusive finance 11. Customer protection and transparency of the range of products and services

Number of customers with products for vulnerable customers (number and trend)

Solutions applied in terms of customer protection and transparency of the range of products and services

12. Diversity among employees

Percentage of women in management roles (as a %)

13. Involvement in the governance of investment targets [Qualitative information] Voting and engagement policy (scope: Mirova/Natixis and ECOFI (Crédit Coopératif)) Renewable energy (structured project financing + 100% renewable energy corporate financing + green construction (= Eco PTZ + PREVair/Ecureuil Crédit DD + PROVair loans) + low carbon (1) transport (AUTOVair + Ecureuil Auto DD loans)). Outstanding savings in SRI + CODEVair (Banque Populaire banks) + Compte Sur Livret Régional (Caisses d’Epargne) + SRI range (Crédit Coopératif) accounts. (2) See Chapter 2.3.1, “ESG/SRI expertise serving the sustainable development cause”

2.2.3

Our commitments

OUR VISION AND AMBITIONS By placing CSR at the center of its TEC 2020 strategy, Groupe BPCE reaffirmed its determination to be a responsible bancassureur in its operations and business relations, and to embrace its role as the No. 2 creditor of the French national (1) and regional economy. Our cooperative banking model sets the unique tone for our CSR commitments: a different relationship with the regions: regional roots, close ● relations, solidarity, shared destiny;

a relationship tailored to key life milestones: supporting customers ● over time with an intergenerational vision. This vision is reflected in four strategic priorities: being the cooperative banking and insurance group with the ● greatest commitment to its customers and the regions; being a leading bank in green, responsible growth; ● consolidating our cooperative and CSR commitments in our internal ● practices;

21.1% market share on loan outstandings, all non-financial sector customers (source: Banque de France – Q3 2017). (1)

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Registration document 2018