BPCE - 2019 Universal Registration Document

RESPONSIBLE INTERNAL AND EXTERNAL PRACTICES NON-FINANCIAL PERFORMANCE REPORT

A new applicant experience The Group’s recruitment website has been revamped to focus on applicants, with videos taking center stage to: showcase real employees instead of presenting a corporate • text drafted by HR; provide sections where applicants can submit their resume, • prepare for an interview, define their career path, etc.; involve employees in promoting their business line, company • and the Group’s values ( via social media, referrals, videos). The number of visits and pages viewed on https://recrutement.bpce.fr/is monitored for information purposes. EMPOWERING EMPLOYEES TO DRIVE CHANGE This requires support from managers, who must listen and provide direction. It also involves developing collaborative working methods, made possible with the launch of the groupwide social network, Yammer, and through other initiatives taken by Group companies in this area. Two major assessment and monitoring systems were set up to gauge the impact and perception of these initiatives: Measuring satisfaction at key stages of an employee’s career The TEC 2020 strategic plan places particular emphasis on the quality of the employee experience, as well as the customer experience. Employee satisfaction is measured and monitored at key stages in their careers (recruitment, mobility, promotion to management level). At each key stage, employees receive a questionnaire. Their feedback is anonymized and used to develop concrete operational action plans. The questionnaire provides immediate insight into employees’ everyday work-lives, and helps with the continual improvement of HR processes. Employer survey To measure employee satisfaction, an internal opinion survey (Diapason) is conducted in Group companies every two years. In the latest edition, 74,000 members of staff were surveyed (30 companies in November 2018 and 6 in January 2019). The survey covered the following topics: the digital revolution, new business lines, management, working conditions, human resources management, etc. Employees had the opportunity to freely, individually and directly express their opinions and expectations in terms of their careers and their support for the Group’s strategy. HR Lab The HR Lab was set up following the decision made in the TEC 2020 strategic plan to co-construct HR solutions for the Group. The HR Lab started with an HR Hackathon that brought together forty employees from different backgrounds assisted by coaches to upgrade HR operating methods and develop a service-minded approach, as well as to roll out the Workplace Training Initiative (AFEST program).

Dialog with employee representatives at the Groupe BPCE level and review of collective bargaining agreements Dialog with employee representatives at the Groupe BPCE level is conducted through two bodies: the Group Committee, a forum for information, discussion and • dialog, which met four times in 2019. The topics addressed included the economic situation, and the financial and social audit of the Group’s financial statements, prepared in advance by the economic and employment/training committees; the Strategic Planning Committee, provided for by the SWP • agreement of December 22, 2017, and which met twice in 2019. Key items on the agenda included the presentation of strategic labor issues and concerns for Groupe BPCE. Most of the collective bargaining agreements signed in 2019 were the result of negotiations conducted locally with the Group companies. They covered the following main topics: gender equality, mandatory annual negotiations, quality of life in the workplace, and the organization of the new employee representative body, the CSE (Economic and Labor Relations Council). IMPROVING QUALITY OF LIFE IN THE WORKPLACE Working conditions All Group companies have systems in place to address psychosocial risks. These systems are part of a resolute approach to psychosocial risks: measuring risks (questionnaires, surveys), identifying vulnerable populations (monitoring and alert system), raising awareness among managers, and helping any employees struggling with problems (counseling and psychological support). Groupe BPCE promotes a policy on quality-of-life in the workplace that moves beyond simple risk prevention and fosters long-term employee engagement. In 2019, the Group companies continued and expanded their efforts to improve quality-of-life in the workplace, stimulated by the agreements signed in 2016. Improvement focused particularly on the work-life balance, the right to disconnect after hours, telecommuting and digital transformations. The aim of the Group’s approach to quality-of-life in the workplace is to strengthen the appeal of the Group’s businesses and increase the engagement, professional motivation and loyalty of all employees, while also reducing stress at work and lowering absenteeism. Groupe BPCE’s Human Resources division works with all Group companies to constantly improve the quality of working conditions by coordinating and sharing best practices, particularly via the network of occupational quality-of-life officers and implementing measures to help people cope with change. As of 2019, twenty Groupe BPCE companies had signed the Cancer@Work Charter, underscoring their commitment to take concrete action to promote the integration and continued employment of people directly or indirectly affected by cancer or other chronic illness.

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UNIVERSAL REGISTRATION DOCUMENT 2019 | GROUPE BPCE