GECINA - REFERENCE DOCUMENT 2017

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

The Legal Department provides the expertise necessary for the deployment of new actions concerning all of the issues identified. The Finance Department coordinates the integration of CSR in communications with investors and facilitates the materialization of the non-financial impacts. Focus on the CSR mapping of Gecina’s properties Since 2008, Gecina conducts a mapping process on its property portfolio on all the non-financial themes applicable to a responsible asset (see pages 205, 206 and 227 of the 2016 Reference Document). The detailed score of each asset (CSR score) and its potential for improvement (action plans, budgets and CSR target score) are consolidated in an ID card. These audits were deployed in 100% of the surfaces of office assets (72 assets) and 70% of the surfaces of student residences (10 assets). Each asset acquired for operation in its existing state is subject to an audit that uses this methodology to analyze its performances, its potential, and the actions necessary for improvement. The audit reports are shared with all parties intervening in the buildings and the actions identified are included: in the multi-year work plan following the feasibility study ■ for identification of the necessary investment budgets; in the objectives set for multi-techniques; ■ in the discussions with the tenants. ■ These elements are integrated into a performance monitoring and steering tool for each asset (Performance Improvement Action Plan, PIAP) and consolidated at the property portfolio level. In the beginning of 2018, the PIAP monitoring tool will be included with the CSR reporting tool for more reliability and better sharing among operating teams (see 7.2.4.2 “Digitized non-financial reporting”). 7.2.3.2 The CSR Department is represented on the Executive Committee by the Director of R&D, Communication and CSR (Brigitte Cachon) and the CSR Director is a member of the company’s Management Committee (Aurélie Rebaudo-Zulberty). The CSR issues and action plans are therefore fully integrated and represented in these governance bodies of the company. Since 2013 for members of the Executive Committee, 2014 for members of the Management Committee and 2015 for all manager-employees in the company (that is 46% of company employees), individual objectives linked to CSR issues and correlated with variable remuneration have been implemented, thereby contributing to the consistency of the company’s management system. The weight of the CSR objectives thus assigned in the final evaluation of results and thus in the allocation of bonuses, represents between 2% and 15% on average of the final evaluation of employees (except for the CSR Department). The individual objectives included in the variable remuneration schemes will be aligned with the objectives by business line documented in a roadmap in 2018. CSR governance and management

CSR was placed twice on the agenda of the Audit and Risk Committee in 2017 for a discussion about results and for a more in-depth study of the terms of the review conducted by the third-party organization. Taking into account the work necessary for the integration of the Eurosic property portfolio, the CSR roadmap will be included in the Meeting agenda of the Strategic Committee of the Board of Directors in 2018. Composed of four full-time employees, the CSR Department monitors the progress and proper deployment of CSR action plans in relation to the objectives set with the main departments concerned through: a quarterly Climate Committee Meeting of the ■ representatives of the 15 company functions impacted by the action plans on the subject which in 2018 will be enlarged to 17 members (designated as CSR referents) to coordinate the cross-disciplinary actions on all of the CSR themes. It will be chaired by the Chief Executive Officer, Méka Brunel; quarterly Business Line Meetings (offices in 2017 then ■ offices, residential and investments and development starting in 2018) dedicated to operational monitoring of specific actions and to sharing of CSR information; specific discussions with the CSR referents and those ■ performing actions identified in the departments of operating business lines. In this system, the CSR referents are in charge of transferring and referring the demands of the CSR Department, reacting to ideas submitted by it and preparing the Meetings of the CSR Committee. In addition, reporting on the progress of non-financial actions and performance will be formally added to the Meeting agendas of the Executive Committees, starting in 2018. Gecina’s CSR governance and simplified management chart is accessible on the website (http://www.gecina.fr/en/ csr/politicy-and-performance.html) . strategic priorities Anticipating the application of the European directive on non-financial reporting, and consistent with the integrated reporting approach initiated in 2014, Gecina summarized the main financial and non-financial information in chapter 1 of this document. This includes the key figures, the value creation model and description of the business model as well as the contribution of the stakeholders to the company’s strategy. In addition, chapter 7 details the strategic priorities of the CSR roadmap resulting from the materiality analysis (see 7.1.3 “Materiality analysis”) and consolidates most of the public information. Cross-references to specific documents published on the company’s website (www.gecina.fr) are provided for the expert public, in particular the leveraging issues. CSR REPORTING 7.2.4 Reporting focused on Gecina’s 7.2.4.1

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GECINA - REFERENCE DOCUMENT 2017