GECINA - REFERENCE DOCUMENT 2017

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FROM CORPORATE RESPONSIBILITY TO SUSTAINABLE PERFORMANCE Key levers for success

Following the review performed as part of the Cyrus project and the analysis of the results of client satisfaction surveys, Gecina has identified three process transformation areas to improve client guidance. Within the Offices Department, Gecina created a Key Accounts Department in 2017, which has two main objectives: to encourage loyalty from Key Account clients by ■ anticipating their needs and their potential very early departure; to identify prospective Key Accounts with strong potential ■ and develop a specific range of services. The implementation of the Key Accounts approach requires a number of actions to be rolled out during the first half of 2018: centralized and personalized communication between ■ each client or prospective client and a manager; establishment of a database that incorporates all ■ information held on target companies; creation of specific marketing materials; ■ management of external relationships with clients and ■ internal relationships with employees involved. In this regard, Gecina will demonstrate to its clients or prospects that the extra-financial performance of its portfolio contributes to their effectiveness, the awareness and coordination of their employees as they deploy their CSR commitments, and talent retention. Within the Residential Department, the analysis of the client journey and work on the client experience has resulted in the drafting of an action plan that will be rolled out in 2018, based on three main areas: digitalization of the client journey and offer easier access ■ to products and services; rethink the range of products and services on offer to ■ improve its comprehensiveness and bring it in line with the expectations of both target groups (students and families); select only the best suppliers to avoid malfunctions and ■ offer rapid and effective solutions when malfunctions do occur. Lastly, the positioning of the Gecina Lab has been updated. The role of the Gecina Lab is to anticipate client expectations and technological developments to continuously reinvent the building of tomorrow, in terms of

design, integration within its surrounding area, and new usages. It is part of an innovative iterative approach to identify, test and roll out new solutions to improve the flexibility of buildings, make them blend in better with the city whilst being rich in terms of services and efficiency. During the course of 2017, Gecina Lab made some transformative changes and accelerated the development of new solutions, by: strengthening and anticipating responses to client ■ requirements, ensuring that it stands out and positions itself as a long-term partner; capitalizing on the collection and analysis of data on how ■ buildings are used, so as to improve performance; supporting CSR actions and achieving targets. ■ Gecina Lab also leads the work to reinforce a culture of innovation within the company. Meanwhile, since 2015, Gecina’s CSR performance has been assessed by the platform Ecovadis, to which clients can subscribe to check the CSR maturity of suppliers as part of their selection process. Thanks to its strong non-financial performance, Gecina has maintained its score of 81/100, double the industry average. Only 1% of companies, all categories combined, had a score that was higher than or equal to Gecina. 7.6.3 Changing professional practices are a key success factor which ensure the company’s full commitment to sustainable development. In addition, they provide an opportunity to unite teams around a common project against a backdrop of management renewal, the Eurosic merger with Gecina, rapidly changing client needs and the new expectations of stakeholders. However, the number of CSR challenges associated with real estate and the complexity involved in understanding their full extent and handling them present a challenge when implementing actions. To ensure employee buy-in of the roadmap, it was created jointly with the teams involved and forwarded to the business lines as specific action items. What is more, the action plan leadership and follow-up systems have been adjusted for each business line and the achievement of CSR targets will be included in variable remuneration mechanisms. CHANGE MANAGEMENT

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