BPCE - 2020 Universal Registration Document



For assets under management, three levels of application of ESG criteria are proposed according to the different strategies implemented by the managers: responsible investing: Recognition of ESG criteria in research, • where these criteria have no systematic impact on investment strategies or decision-making, and establishment of an active shareholding policy; sustainable investment: the investment strategy revolves • around ESG issues, aiming to align values, financial outperformance, and societal impact through investment (for example: exclusions, best-in-class or best-in-universe strategies, or ESG-themed investment); impact investing: strategy to address societal challenges, such • as those defined by the United Nations Sustainable Development Goals. BUSINESS MODEL The Group’s business model is described in Chapter 2.1.1, “Drawing on our business model to create sustainable, robust value.” It sets out our main activities, the main challenges in our business environment, our business model and what stands us apart from our peers. The business model is updated each year as often as necessary. MEASURING OUR SOCIO-ECONOMIC FOOTPRINT The aim of the socio-economic footprint is to measure the impact that the Banques Populaires and Caisses d’Epargne have

on employment and GDP. The review covers the banks’ operating expenses (purchases from suppliers, payroll expenses and taxes) and the loans they grant to their customers (medium and long-term loans, lease financing, microloans). It does not include: impacts generated by short-term financing; • impacts generated by off-balance sheet financing (guarantees, • sureties, etc.); impacts generated by investments in the financial markets, • equity investments and insurance compensation payouts; productivity or competitiveness gains that the loans granted • may generate for their beneficiaries; the impact of support provided to customers by employees of • the Caisse d’Epargne and Banque Populaire networks. To carry out this assessment, Groupe BPCE relied on the expertise of Utopies. The model used is the LOCAL FOOTPRINT ® model. This model uses departmental input/output tables. It enables the functioning of the economy to be reproduced as closely as possible. However, the results must be interpreted in light of the assumptions inherent to the model. LOCAL FOOTPRINT ® quantifies the jobs supported and the GDP generated in the economic sectors and departments, across the supply chain, by household consumption and public administration expenditure. Consistency checks are carried out for the different calculation steps.





Market share: 22.2% in customer deposits and savings; 21.5% in customer loans (Banque de France, Q3 2020) (all non-financial customer segments). Market share: 22.2% in household deposits and savings; 26.1% in home loans (Banque de France, Q3 2020). Global penetration rate of 29.6% (rank 2) among individuals (SOFIA Kantar study, March 2020).

2 nd largest banking group in France

No. 2 bank for individual customers Change in Net Promoter Score 26.1% market share in home loans We fund over 20% of the French economy

2018/2019 change in NPS (expressed in points).

(Banque de France, Q3 2019) – Quarterly SURFI reports – home loan outstandings.

21.5% market share in loan outstandings, all non-financial sector customers (Banque de France, Q3 2020).

No. 1 lender to the social economy

CE APRI lending market share: 21.2% (Source: Banque de France, end-June 2019). 53% (No. 1) in terms of total penetration rate (2019 Kantar-TNS survey of SMEs).

No. 1 bank for SMEs

69% of our employees are engaged

Diapason 2018 employee survey.

REPORTING STRUCTURE CSR reporting is organized by the CSR BPA division, which coordinates the required tasks each year (updating the guidelines, indicators and user guides; advising the banks in the drafting of their own CSR annual report; etc.).

Like every year, it worked with the Group’s operational divisions (IT, HumanResources,Real Estate &Logistics,Procurement, etc.) and federations (FNBP, FNCE) in order to make better use of centralized databases. More specifically, in preparing the 2020 non-financial performance report, the Group CSR BPA division worked with the Group Risk division and its regional functions.



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