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FROM CORPORATE RESPONSIBILITY TO SUSTAINABLE PERFORMANCE An integrated CSR roadmap supporting the strategy

AN INTEGRATED CSR ROADMAP SUPPORTING THE STRATEGY 7.2

workshops dedicated to CSR under the direct supervision of the Chief Executive Officer, Méka Brunel. This work led to three strategic priorities for which Gecina has set performance targets for 2020. In response to these focus points, action plans have been adapted for the different business lines, integrating the six key levers identified, accompanied by specific sub-objectives (mainly tracking means implemented). These action plans are monitored as described in paragraph 7.2.3.2 “CSR management” and regularly updated according to progress and results.

7.2.1

STRUCTURE AND KEY PRIORITIES

OF THE CSR ROADMAP

The results of the completed materiality analysis (see 7.1.3 “Materiality analysis”), presented to the Executive Committee in March 2017, were shared with the representatives of the operational teams in order to adapt the thinking and target objectives to the new scope following the takeover of Eurosic group. This supplementary work took place from September to December 2017 in weekly

STRUCTURING OF THE GECINA CSR ROADMAP

PERFORMANCE GOALS FOR THE YEAR 2020

STRATEGIC PRIORITIES

OPERATING ADAPTATION AND KEY LEVERS

Office : 75% of buildings making a contribution to productivity greater than a standard building

Engage our employees: all those involved! Anchor CSR in the organisation and compensation policy for 100% of employees, train according to business line and integrate costs in budgets Involve our clients Identify and respond to their CSR expectations and integrate them in the commercial policy Digitize the process in order to facilitate management of CSR impacts in the value chain Certify & label to involve the partners, have performance recognized and engage stakeholders to improve standards Require suppliers to take CSR into account, integrate CSR requirements in specifications and establish a rating for their selection Value best practices and CSR performance with socially responsible investors

Generate productivity and well-being for our clients in adaptable buildings

Action plans by business line Office Residential Investment and development Support functions

Residential : development of a comfort and well-being indicator and evaluation of the property portfolio

Stimulate the sustainable city by developing biodiversity and accessibility for all people

Vegetation equal to 25% of the land of the parcels in the property portfolio

-35% reduction of CO 2 /sq.m. over 2008 for the property portfolio

Sub-objectives by focus (mainly means objectives)

Reduce environmental footprint by resource-

Base 100 -35% -60% Neutrality

efficient and carbon neutral real estate

2030 2020 2008

2050

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