GECINA - REFERENCE DOCUMENT 2017

PRESENTATION OF THE GROUP A strategy focused on performance

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STAKEHOLDER CONTRIBUTION TO GECINA’S STRATEGY The achievement of Gecina’s objectives is based on meeting the expectations of its stakeholders and on mobilizing them as part of its business. Gecina mapped its stakeholders and then identified their main expectations and their contribution to its strategy in order to anticipate and drive the levers of shared value creation.

STAKEHOLDER MAPPING, STAKEHOLDER EXPECTATIONS AND SPECIFIC CONTRIBUTION TO GECINA’S STRATEGY

Investors (shareholders, bondholders) and financial partners

Government and local authorities

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A MAJOR IMPACT on the company’s business that could result in a clear and direct loss of revenue

Tenant clients and users, real estate investors

Employees

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4

GECINA

A SIGNIFICANT IMPACT on the company’s business, particularly in terms of image, competition or quality of services

Influencers, local communities, associations and NGOs

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Credit rating agencies and analysts

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Dialogue at corporate and property

Peers, competitors and professional associations

Suppliers

Dialogue at corporate level

STAKEHOLDERS

EXPECTATIONS

CONTRIBUTION TO THE STRATEGY

1 Tenant clients and users, real estate investors

Quality of services and customer relations, innovation, ■ contribution to the productivity and well-being of the occupants. Performing arbitrage assets (operational and non-financial criteria). Creation of local jobs, payment of taxes and fees, ■ contribution to the city's environmental and social agenda and regulatory compliance. Implementation of strategy, compliance with the ■ principles of corporate governance, distribution of earnings, financial transparency.

Capital gains in keeping with a total return ■ strategy, property valuations and the optimization and de-risking of revenue. Obtaining building permits, selection during ■ tenders for projects, encouraging societal expectations to be taken into account. Contribution of expertise in strategic choices, ■ long-term approach thanks to shareholder loyalty, financing of growth and strategic ambitions. Roll-out of the strategy and achievement of ■ objectives, capacity to innovate, sustainability of project management and operational know-how. Attractiveness of shares, control of financing ■ costs during capital increases or bond issues.

2 Government and local authorities

3 Investors

(shareholders, bondholders) and financial partners

4 Employees

Professional development, personal well-being at ■ work, changes in managerial practices, motivating compensation.

5 Credit rating agencies and analysts

Respect for financial balance, transparency, ■ comprehensiveness and comparability of financial and non-financial information, availability of management. Participation in the public debates of the sector, ■ application of sectoral guidelines, sharing of best practices. Clarity of specifications, balanced remuneration and ■ relationship, speed of payment times, transparency and integrity of selection procedures. Optimization of local impacts, reduction of ■ environmental footprint and development of societal impacts.

6 Peers,

Partnership in the case of certain projects, ■ anticipation of new trends in the sector, reinforcement of sectoral dynamics.

competitors and professional associations

7 Suppliers

Reduction of total costs thanks to the quality of ■ developments and their operation, improvement of asset CSR performance, innovation. Incentives to deal with emerging issues. ■

8 Influencers, local communities, associations and NGOs

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GECINA - REFERENCE DOCUMENT 2017