NATIXIS_REGISTRATION_DOCUMENT_2017

ENVIRONMENTAL AND SOCIAL RESPONSIBILITY Internal mobilization and management of our direct impacts

Change management Strategic Workforce Planning (SWP) mechanism Under the collective bargaining agreementsigned in June 2017, replacing the agreement on employment of September 2013, Natixis formally defined an SWP mechanism aimed at anticipating the bank's changing needs in terms of workforce roles and skills to further its development. The agreementcoversfour areas: managementof jobs and transformations , with the aim of a developinga forward-lookingview of role changesand defining supportmeasuresfor employeesin “sensitive”positions; mobility, career managementand training , with the aim of a helpingeach employeeadapt to changesand grasp new career opportunities; structuralchangemanagement , with the aim of establishing a a common framework to support employees during restructuringoperationswith impactson employment; inter-generationalcooperation and transmissionof skills , a with the aim of promoting the hiring of young employeesand developinga “responsible”policy for older staff. Change management approach A method was developed and implementedin 2017 to address the human aspects of change management, with the goal of servingas a frameworkfor any major transformationproject. This method falls under the scope of the commitmentsmade in the Collective Agreement on Quality of Life in the Workplace, and addresses the need to better anticipate the impacts of transformation projects on working conditions and better incorporate human factors in the approach to change management.

Simplified structures and new leadership model In 2017, Natixis began working to simplify its organizational structureby: reducing the number of managerial levels and making a teams larger; recognizingtalented employeesby creating three leadership a roles (manager-leaders,expert leadersand project leaders); establishinga new leadershipmodel, based on Natixis Purple a Touch, to guide the actions of all leaders and help them drive the company'stransformation. To further this effort, a collective agreementon cross-functional mobilitywas entered into in June 2017with the unions, defining a harmonized framework to allow each entity to implement its structuralplans and managechangesin leadershiproles. The establishment of simplified structures and new leadership roleswill continuethroughthe end of 2018. Internal mobility is a contributing factor to the Company's performanceand forms the core of Natixis’ career management system. The Mobility and Hiring Team, created in 2014, was further developedin 2017: the teamwas entrustedwith filling over 85% of job openings in 2017, for a total of 757 hires (i.e. 94% of all hires completed). Over 4,000 résumés are managed in the internaljob pool. The HR Department renewed its “Get into the move” mobility awarenesscampaignin 2017: Today, over half of job openings are reserved for internal transfers(58.9%withinthe NatixisFrancemanagedscope). Mobility and internationalization Mobility

6

Scope:NatixisFranceand International(managedscope).

France

EMEA

North & South America

Asia-Pacific

Total International

2017  (a)

2016  (b)

2015  (b)

2017

2016 2015

2017

2016

2015

2017

2016

2015

2017

2016

2015

Number of internal transfers  (c)

1,044

838

786

42

16

38 135

17

27

21

9

6 198

42

71

Internal transfer rate (as a %)

8.4

6.9

7.1

4.4

1.9

4.6 19.3

2.6

4.3

3.5

1.7

1.2

8.8

2.0

3.6

Job openings filled through internal transfers (as a %)

58.9

50.3

54.3 14.2 13.8 23.6 51.5 15.5 20.1 13.0

6.6

5.6 27.6 11.6 17.7

Internal transfers between divisions (as a %)

10.8

16.8

25.4

7.1 25.0

5.3

0.7

5.9

-

-

11.1

-

2.0 14.3

2.8

2017 cross-functional transfers in France (118) and internationally (142). (a) No pro-forma data including cross-functional transfers either in France or internationally. (b) Internal transfers are recorded by country/region of arrival. (c)

their intercultural skills. Over 40 STAs have been conducted since the programwas launchedin early 2016; the establishment of a vast English program promoting a English as a working language, with initiatives and training tailoredto the employee'sneeds; trainingprogramsto promote interculturalismamongteams . a

Internationalization Natixis internationalizationmoves forward,an ambitiousprogram has been implemented to help employees make the cultural adjustment.The programincludesa varietyof initiatives,such as: the developmentof Short-TermAssignments (STAs)with the a aim of sharing practices among employees and developing

423

Natixis Registration Document 2017