GECINA - REFERENCE DOCUMENT 2017

FROM CORPORATE RESPONSIBILITY TO SUSTAINABLE PERFORMANCE

Key levers for success

KEY ACTIONS FOR DIGITALIZATION AND CONNECTIVITY BY STRATEGIC PRIORITY

Strategic CSR priorities

Key actions

Progress and results

Company culture survey (McKinsey Organizational Health Index) as part of the Cyrus project (see below) Panel: All employees (including Eurosic). Response rate: 75%. (3 levels expressed: Agree, Neutral, Disagree)

A clear strategic vision, widely-shared ■ by the teams: 59% of employees stated that they are “highly motivated” and 79% believe that they have the resources and skills required to achieve their objectives follow-up: 54% are of the opinion that each entity has explicit targets for its operational performance and 38% have sufficient authority to take the decisions required The company reorganized around the ■ Office and Residential businesses and Development joined the Investments Department Changes in the Executive Committee: ■ 4 of its 8 members joined Gecina in 2017 56 employees involved in CSR issues ■ The goal is to involve 100% of ■ employees in the achievement of the 2020 roadmap’s targets 1,469 hours of training on CSR topics ■ Deployment of 3 key actions as part ■ of the “Exemplary head office” action plan (see the website) Launch of the head office ■ redevelopment Progress expected in terms of accountability, recognition and

Change management contributes to the implementation of the CSR roadmap overall by: Generating productivity and ■ well-being for clients in adaptable buildings Energizing the sustainable city by ■ developing biodiversity and accessibility for all Reducing the environmental footprint ■

Reorganization

with resource-efficient and carbon-neutral buildings

Employee involvement in CSR issues

Experimentation with sustainable innovations at the head office.

Focus: Cyrus project In light of the merger between Eurosic and Gecina, and current thinking on business transformation, Gecina, with the assistance of McKinsey & Co., has launched a change management project entitled Cyrus. The primary objective of this project, conducted from October 2017 to March 2018, is to rigorously compare, for each line of business, the practices of the two companies as well as those of the market, in order to build the most effective organization and processes possible. 180 employees were enlisted into 32 working groups, each co-led by a Eurosic employee and a Gecina employee. Making use of survey findings on the subject (the McKinsey Organizational Health Index), this process is aimed at eliciting a collaborative, client-oriented culture for employees together with lasting digital innovations. The objectives and associated action plans were formalized by each task force, before being approved by the Executive Committee. Execution of the action plans devised in this project will be monitored by the Executive Committee.

Focus: Renovating the corporate headquarters

Based on a diagnosis and study conducted in 2017, Gecina’s headquarters will be renovated in 2018 in order to accommodate all of the Group's employees and to reflect the evolution of practices and working methods: the “model headquarters” action plan, introduced in 2012 ■ to test the latest sustainable innovations (materials, measuring systems, operating procedures) before implementing them in our property portfolio, was adopted; four types of work spaces will be deployed to adapt to ■ the needs of employees (to work alone, to concentrate, to meet for decisions, to discuss) and increase their productivity. In addition, various services will be offered to staff to facilitate their day-to-day work.

07

259

GECINA - REFERENCE DOCUMENT 2017