BPCE - 2018 Registration document

2 NON-FINANCIAL PERFORMANCE REPORT Sustainable and responsible value creation

In late 2018 and through 2019, the Group is entering a new phase in the program with the roll-out of the “relationship banking attitudes”

component aimed at fostering customer recommendations. The aim is to deliver reliable, solid, responsive services on a daily basis.

At 12/31/2018

A 12/31/2017 Change 2017-2018

Net Promoter Score - Banque Populaire banks Net Promoter Score - Caisse d'Epargne

(10) (17)

(19) (25)

9 points 8 points

Components of the Net Promoter Score (NPS) (1)

Customer advisors remain central to the relationship despite the rise of digital banking. Advisors make the biggest contribution to customer satisfaction

REMINDER OF NPS

Would you recommend your bank to your friends and family? Respondents give a score from 0 to 10:

Advisor engagement Personalization of thecustomer relationship

Committed experts

0

1 2 3 4 5 6 7 8 9 10

Promoters > Detractors

Advice and expertise

The Net Promoter Score (NPS) is the difference between the number of promoters (score 9 or 10) and the number of detractors (score from 0 to 6)

Processing of requests

NPS

Keeping things simple and maintaining close relations

Accessibility

Stability in relationship with adviser

Promoters = Detractors

Frustration: basic services not provided

Promoters < Detractors

Complaint management Complaints are handled at three successive levels: the branch or business center in charge of the relationship, the Customer Relations department and finally the independent mediator, who can be brought in free of charge if the dispute persists. The mediator has multiple resources available and a special website where mediation requests may be submitted online. Customers are informed of the complaint management procedure, and the information needed to contact the three management levels, on the Group’s institutional websites, and in the price guides and general terms and conditions. All Groupe BPCE entities have a department that handles customer complaints. The procedure for discussing or transferring complaints between the Customer Relations departments of Group institutions, and those of the subsidiaries, is organized to ensure that each complaint is addressed as quickly as possible. The complaint management procedure is closely monitored in terms of the reasons for the complaint, the products and services involved,

and handling times. A report is then periodically submitted to Groupe BPCE bank directors, Internal Control departments and all sales structures. 60% of complaints are addressed in less than 10 days. The average processing time in 2017 was 16 days (2) . Employees review complaints in an effort to detect any problems, failings or improper practices and thus define corrective actions for implementation with the relevant divisions. This continuous improvement process is also aided by customer comments shared through satisfaction surveys and observed through an Internet watch. Additionally, to meet regulatory requirements in terms of alternative resolution of consumer disputes, in 2017 the Banque Populaire network established a consumer mediation procedure backed by its national federation. The aim of this new service is to seek an out-of-court solution to disputes between banks in the Banque Populaire network and their non-professional customers.

Sources: Customer Satisfaction division, based on SAE satisfaction surveys – TILT customer expectation surveys (1) ACPR figure, recorded in June of the following year. (2)

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Registration document 2018