GROUPAMA / 2020 UNIVERSAL REGISTRATION DOCUMENT

4 CORPORATE SOCIAL RESPONSIBILITY (CSR) Declaration of Extra-financial Performance

in the General Meetings of our 2,750 local mutuals (arrangements to allow remoteGeneralMeetingsto be held with simplifiedformats were put in place in 2020 given the health crisis (3) ), which gives our policyholders decision-makingpower within the mutual insurance company, particularly through the Groupama elected representatives.The link betweenelected representatives/members and employees of the mutual is an essential point of support for understanding expectations at all stages (needs for protection, prevention,processingof claims, etc.). On the other hand, the four Gan specialised networks have strong roots in France, and the Group has local networks outside France (networks of agents, representatives, or employees). The Group and its companies are developing a multi-channel strategy to strengthenproximity.Contact, face to face or remotely, in real time, at the customer’s choice, is in keeping with how today’s society operates. On the Internet, the “advice” and “customer” areas are clear and exhaustive (they contain all the policies and their covers, certificates, the ability to report claims (4) , etc.), and the use of e-signaturesincreasedsignificantly(1,480,000 in 2020, an increase of 530,000 signatures in two years). Some of the Group’s companies are developing video experiments in branches or mobile branches (Groupama Car). Many actions are taken to facilitate the life of policyholders,such as the Gabriel pocket assistant (for everyday accident (GAV) policies), the Mon Droit website, the Digicar Web app, which won the 2020 Argus d’Or for customer innovation, and education on the offered solutions (Cerise videos, rewriting of certain brochures). Performance indicator ❯ Proximity and support (criteria: listening, clear responses, ■ monitoringof adaptedpoliciesand covers):Groupamamade a bit of progress and scored 13.66/20 pointsin 2020 (13.60 pt in 2019) in a declining market this year (13.39/20 in 2020; 14.07/20 in 2019), which placed Groupamaabove the market average; quality of claims management:Groupamawent up 1 point to ■ 48% Very Satisfied and went down 1 point to 80% Satisfied and Very Satisfied (internal survey, claims less than one year old) – the processingof claims was generallywell received, as the NPS among our members and customers who had this experience during the year was better than the others.

Beyond the regulatory aspect, which is very important, the Group and its companies have stepped up their actions to strengthen customer satisfaction (see item further discussed below). Covid-19 crisis ❯ Special webinarswere organisedfor advisors to better inform them of the situationof the marketsand policies. Across the territory, the advisors and agents of the Groupama and Gan networks were there to answer questions and help each member take the best decisions based on the characteristics of their investments. Performance indicator ❯ Deployment of the iVie sales support tool in the regional mutuals and with all the sales forces. Rate of business in delegated management and recommended allocations/total business completed as a number (including independent management) = 86% in 2020 versus 61% in 2019 (monitoringof actions, in terms of number, done in iVie). The tool was partially deployed in 2018 and 2019. It has been fully deployed in the regional mutuals since the end of 2019. The issue of customer satisfaction (c) The associated risk is failure at key points in the life cycle of the customer relationship. The quality of service rendered and customer satisfaction are core concerns of our business, which contractuallybinds us (being there when we are needed and fully delivering the promised service), the impact of which is naturally significant from all perspectives (reputation, image, customer loyalty, business development, etc.). This is especially the case in today’s world, with the constantly increasing rigorous demands of policyholders, ongoing IT developments, and the need to be perfectly aligned with the various regulations, including those on information and data confidentiality and on communication and marketing. The potential for dissatisfaction is real at key points in underwriting or claim management and requires very strict attention. Substantive work has been performed for several years, with the ASC (1) Programme since 2013 (which has significantly raised the NPS (2) ; a general action has been carried out and continues to foster advice, simplification (customer spaces, etc.), prevention, and proximityin the long term (monitoring).A ServiceCommitments approach (six on Service Quality, “Groupama is committed”) has been in place since 2017, and a project on the “proactive” approach towards members and customers has also been launched, in connectionwith Pillar 1 of Vision (rekindling customer relations).All major insurancemarkets (motor,multi-riskhome, local authorities, etc.) have taken – and continue to take – steps to improve the customer experience. The NPS increased again by 3 points in 2020 compared with 2019. The regional network is a strong advantage in the relationshipwith members and customers.Each year, 300,000 membersparticipate

The issue of protection needs (d) (coverage of societal issues)

The ability to respond,with sustainableand economically affordable solutions, to new customer needs/expectationsrelated in particular to transitionchallengesand accessibilityis one of the fundamentals of our social utility.

Customer Satisfaction Improvement. (1) Net Promoter Score (NPS). (2)

Closed meetings with a limited number of individuals present and with appropriate means of telecommunication. (3) Note: It is also possible to report weather-related claims online (farmers with access to “Front Espace Climat”). (4)

80 Universal Registration Document 2020 - GROUPAMA ASSURANCES MUTUELLES