GECINA - REFERENCE DOCUMENT 2017

PRESENTATION OF THE GROUP Shareholder-centered governance

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work through partnerships with HappyTech companies). Organizing to anticipate these innovations and deploy them to ensure a competitive advantage is essential.

OUR CAPITAL IS ALSO HUMAN Several skills are key to the success of Gecina’s performance: technical project management, to ensure the quality of ■ projects developed and managed by Gecina, control of the full cost and scheduling of the project; project management, for the proper coordination of the ■ many stakeholders in the projects under development and management of the real estate portfolio; legal knowledge, to apply and anticipate essential ■ regulations in a highly regulated environment, to control the risks associated with acquisitions and disposals, real estate developments or contracting with lessees; financial knowledge, to drive and optimize the ■ performance of capital in development or operation, control financing costs and guarantee access to financial markets; customer relationship management, to maintain a ■ premium position by meeting strong and evolving tenant needs; digital skills, to meet the growing expectations of the ■ clients and real estate developers who are gradually transforming the practices of the sector; sustainable innovation, because process or technology ■ innovations can catalyze sustainable progress at all stages of the valuation chain (eco-construction through Building Information Modeling, promotion of well-being at

ENGAGED TEAMS A clear strategic vision that is widely shared by the ■ teams, with 59% of employees declaring themselves “highly motivated” and 79% believing that they have the resources and skills to achieve their objectives (internal engagement survey covering all employees, answered by 75% of employees) Progress expected in terms of accountability, recognition ■ and controls: 54% believe that each entity has explicit goals and objectives concerning its operational performance and 38% have sufficient decision-making authority. A change management project initiated in 2017 bringing ■ together 180 employees within 32 working groups that covers all the themes of Gecina’s business, with the following key words: core business, digital and customer orientation. The merger with Eurosic offers the opportunity to elicit a ■ shared, collaborative, client-oriented culture for employees along with lasting digital innovations.

KEY INFORMATION ABOUT EMPLOYEES (EXCLUDING EUROSIC)

100%

of total employee expenses go into individual bonuses 13.5% 50% of the members of the Executive Committee were recruited in 2017

51%

of employees received training

of hires from inside

3% absenteeism rate

16 young people with potential

14.4 years average time in employment

15 hours of training per employee

due to illness and accidents

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GECINA - REFERENCE DOCUMENT 2017