TF1 : BOUYGUES COP 2021

STATEMENT ON EXTRA-FINANCIAL3

PERFORMANCE (SEFP)

3.1 The Bouygues group's corporate social

responsibility policy	68
3.1.1	Group CSR policy	68
3.1.2	CSR oversight	71
3.1.3	CSR reporting methodology	72
3.1.4 Main components of the SEFP	73
3.2 Human resources: promote each
employee's career development	74
3.2.1 People, the Group's most important
	resource	75
3.2.2 Ensuring health, safety and well-being
	in the workplace	78
3.2.3 Employment and equal opportunity	84
3.2.4 Development of careers and
	employability	93

3.4 Social information	129
3.4.1	Responsible practices	130
3.4.2 Product and service quality, safety and
	comfort	135
3.4.3	Socio-economic impacts worldwide	138

3.4.4 Relations with people and organisations affected by the company's business

activity	140
3.4.5 Partners, suppliers and subcontractors	147
3.5 Independent verifier's report	152

3.3 Environmental information	97
3.3.1	General environmental policy	97
3.3.2 Taking part in the fight against
	climate change	103
3.3.3 Minimising the environmental impact of
	business activities	111
3.3.4 Drawing inspiration from the
	principles of the circular economy	112
3.3.5	Protecting biodiversity	126

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3STATEMENT ON EXTRA-FINANCIAL PERFORMANCE (SEFP)

The Bouygues group's corporate social responsibility policy

3.1 THE BOUYGUES GROUP'S CORPORATE SOCIAL RESPONSIBILITY POLICY

Chapter 3 of this document contains the Bouygues group's key CSR indicators and related information. Further information is available at bouygues.com or in the CSR reports of the Group's business segments, downloadable from their respective websitesa.

3.1.1 Group CSR policy

Delivering state-of-the-art, innovative solutions for meeting sustainable development challenges, and therefore to foster progress for society as a whole, is a major avenue of growth for Bouygues. Corporate social responsibility, or CSR, at the Bouygues group also means limiting and, wherever possible, reducing the negative impacts from its activities on the environment and society by cushioning the direct and indirect impacts on ecosystems and taking the expectations of stakeholders into account.

Correspondingly, CSR is central to strategy at the Group, which is adapting its business models so that customers can be offered solutions that make life better for everyone every day.

The practices applied by each of the Bouygues group's business segments in the human resources, environmental and social spheres are more tangible proof of this commitment. Initiatives are coordinated with the help of verified indicators that are audited on a regular basis for purposes of compliance and continuous improvement.

The Group has for the third year running complied with the requirements of the Statement on extra-financial performance (SEFP). The SEFP is based on the transposition of the EU CSR Directive. These arrangements have superseded "Grenelle 2" legislation, which had been in force in France since 2012.

Updated in late 2019, the Bouygues group's materiality matrix prioritises its main CSR challenges based on their importance for external and internal stakeholders and their impact on its business operations. This system is also used to collate the core Group CSR challenges addressed by business segment policies, as identified by each one's materiality analysis (see below). This allows internal and external stakeholders to corroborate the importance allotted to the recognised challenges while broadening the

analysis of risks and opportunities to encompass the entire value chain - from environmental, HR and social angles. Challenges are then consolidated and harmonised at Group level. More details about the method for consolidating the materiality matrix is available in the Sustainable development section on bouygues.com.

Bouygues, in its business activities, factors in the United Nations Sustainable Development Goals (SDGs) and pledges to attain them by:

• reducing the negative externalities from its business activities; and
• maximising their positive effects, mainly through internally developed solutions and best practices.

Aware of the impact of its activities on all the highlighted challenges, the Group focuses on SDGs linked to urban environments, infrastructure, climate change and sustainable economic growth, which dovetail with the objectives of its core businesses. In 2021, Bouygues is stepping up initiatives towards achieving SDGs 5, 12 and 16 in addition to 8, 9, 11 and 13 (see table below), which are deemed priorities by its stakeholders according to the results of the materiality analysis. The table cross-references the challenges shown on the matrix with the earlier assessment made of the Group's CSR challenges to highlight the seamless transition in this work.

This chapter outlines some of the emblematic initiatives conducted by the Group and its business segments in the fulfilment of SDGs.

The policies and associated indicators relating to these issues are described hereafter. A table correlating the Group's most significant CSR challenges with quantitative indicators is shown in the concordance tables of this document.

(a) bouygues-construction.com,bouygues-immobilier-corporate.com,colas.com, groupe-tf1.frand corporate.bouyguestelecom.fr

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The challenges marked in bold type below correspond to the priority targets identified in the materiality matrix.

Bouygues group's materiality matrixa

1 Business ethics, respect for human rights and
compliance
2 Climate risk
3 Quality of customer and user experience
4 Health and safety, and quality of life at work
5 The circular economy, raw materials and waste
management
6 Water
7 Adjustment to climate change
8 Responsible purchasing and relations with
economic partners
9 Innovation capacity
10	Impact of digital technology and integration
into products and services
11 New uses and adaptability of business models
12	Health impact of products and services
13 Use of personal data and cybersecurity
14 Local presence and the socio-economic
development of regions
15	Environmental impact of business activities
16	Skills and employability
17	Diversity, equality and social cohesion	3
18 Employee dedication and intrapreneurship

(a) System used to identify and prioritise CSR challenges in line with stakeholder expectations and impacts on the Group's business segments.

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	The Bouygues group's corporate social responsibility policy
		Themes suggested by the matrix	Group CSR challenges arising from earlier assessments	SDG
Governance	Business ethics, respect for human rights and	Managing business relations transparently and responsibly.
challenges	compliance (1)	Ensuring that human rights and international conventions are
Section 3.4	Section 3.4.1	upheld in all decisions and relations with business partners
		Use of personal data and cybersecurity (13)	Safeguarding business data and customer/user privacy
		Section 3.4.1

Responsible purchasing and relations with economic partners (8)

Section 3.4.5

Blending CSR issues into the procurement policies of French and non-French entities

Environmental	Climate/energy risk (2)	Rolling out a comprehensive strategy for reducing greenhouse
challenges	Section 3.3.2	gas emissions and energy usage, in line with public policies
Section 3.3

Adjustment to climate change (7) Section 3.3.1

Implementing a strategy of adjusting business models and products and services to climate change

The circular economy, raw materials and waste management (5)

Section 3.3.4

Making the circular economy a driver for transforming building and communications methods

Water (6)	Taking the challenge of protecting fresh-water resources into
Paragraph 3.3.4.5	consideration
Environmental impact of business activities (15)	Helping customers and end-users save energy and make
Section 3.3.3	sustainable use of resources

Prospecting- related challenges Sections 3.3 and 3.4

Innovation capacity (9)	Encouraging business-wide innovation through action plans
Paragraphs 3.3.2.6, 3.4.4.3 and 3.4.5.2
New uses and adaptability of business models (11)	Taking a forward-looking approach to societal changes that
Section 3.3.2	could affect the Group's activities to ensure agile adaptation
Impact of digital technology and integration into	Supporting customers and end-users in their digital transition
products and services (10)	while containing the impacts of these changes
Paragraphs 3.3.1.3 and 3.4.2.3

Stakeholder-	Quality of customer and user experience (3)	Targeting operational excellence and full satisfaction for
related	Section 3.4.2 and paragraph 3.4.4.1	customers and product end-users
challenges
Section 3.4

Health impact of products and services (12) Section 3.4.2

Ensuring the welfare and well-being of customers and product end-users

Local presence and the socio-economic development of	Boosting the local foothold of projects and creating sustainable
regions (14)	value and sharing it with stakeholders
Section 3.4.3 and paragraph 3.4.4.1

Human resources challenges Section 3.2

Health and safety, and quality of life at work (4)	Ensuring health, safety and well-being in the workplace
Section 3.1.2
Skills and employability (16)	Supporting employees throughout their careers by addressing
Section 3.1.4	changes in occupational roles and skill-sets early on
Diversity, equality and social cohesion (17)	Attracting, recruiting and integrating employees while fighting all
Section 3.1.3	forms of discrimination through high-quality labour relations
Employee dedication and intrapreneurship (18)	Instigating initiatives to ensure employee buy-in within the
Section 3.1.3 and paragraph 3.4.5.2	Group and fostering a climate favourable to intrapreneurship.

The summary above shows the extra-financial risks and opportunities across the Group's diverse array of businesses, from construction, to media, to telecommunications, as identified by the latest analysis in 2019.

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3.1.2 CSR oversight

Within the Bouygues group, HR, environmental and social issues are handled separately by the subsidiaries, which are closer to the specific challenges pertaining to their operations.

Monitoring and overall coordination of initiatives is provided at parent- company level (Bouygues SA) by the Ethics, CSR and Patronage Committee, and by the Group Sustainable Development-Quality Safety Environment (QSE) department.

• Set up in 2001, the Ethics, CSR and Patronage Committee meets several times annually to review these three themes on behalf of the Board of Directors. The committee is currently chaired by Anne-Marie Idrac.
• The Sustainable Development and CSR Committee, chaired by Olivier Roussat (CEO of the Bouygues group), has the Sustainable Development directors of the Group's five business segments as its members. It coordinates intra-Group policies and investigates ways in which underlying sustainable development trends can reshape business models and support innovation.
• Comprising representatives from the five business segments, the Extra- Financial and CSR Reporting Committee assists in the preparation of the Bouygues Universal Registration Document by identifying major Group- wide challenges relating to CSR, creating appropriate extra-financial indicators and collecting the relevant information. It also oversees and ensures the reliability of the data collection and consolidation process.
• In January 2020, a Group Climate Strategy committee was set up, also chaired by Olivier Roussat and comprising the Sustainable Development and CSR departments of the five business segments. The purpose of this committee is to monitor progress on action plans and track achievements in reducing greenhouse gas emissions.
• Finally, at each Bouygues group Annual General Meeting, Martin Bouygues presents the most significant sustainable development targets, actions and indicators of the previous year.

The Group Sustainable Development-Quality Safety Environment (QSE) department oversees general policy, in conjunction with support departments, and disseminates information about best practices. The above-mentionedGroup-wide committees, as well as the seminars and conferences organised by this department, provide opportunities for rolling out practices able to meet sustainable development challenges.

Olivier Roussat is responsible for Group-wide sustainable development initiatives. The Group Sustainable Development-Quality Safety Environment (QSE) department works in close cooperation with all other Group departments.

Finally, all Group-wide thematic committees systematically consider sustainable development challenges in the context of their own business activities. This includes sharing industry best practices and taking into consideration the economic challenges linked to sustainable development. It can therefore be said that CSR strategy is factored in at all governance levels within the Group.

Within the Bouygues group's five business segments, coordination of CSR themes is handled in conjunction with the Human Resources and

Sustainable Development/Environment departments of the business segments themselves. These departments report to:

• the Digital transformation, IT systems, Innovation and Sustainable development department (Bouygues Construction);
• the Engineering and Transformation department (Bouygues Immobilier);
• the Responsible Development and Innovation department (Colas);
• the HR and CSR department (TF1); and
• the corporate department, overseeing public relations, communications and CSR (Bouygues Telecom).

Each business segment coordinates a network of liaison officers that, for example, sit on company-wide committees. Every two years, Colas holds awareness-raising seminars for its network of Environment officers in France and abroad. In addition to the use of social networks, meetings in the field are used to share experience and implement and monitor action plans.

In the field, HR and QSE teams, as well as the whole network of operational liaison officers from the Sustainable Development teams of each business segment, spearhead the Group's CSR policies, with a focus on keeping risks under control. Each Group business segment implements its own strategy and monitors its CSR policy.

In 2020, Bouygues Immobilier released its CSR strategy, "Positive Impact",	3
covering the 2020-2025 period. This roadmap aims to meet the major CSR
challenges by minimising negative impacts on the environment (climate

change, biodiversity and natural resources) and maximising positive impacts in the places where it operates through renewed business practices. The five key commitments of Bouygues Immobilier's CSR strategy enshrine the corporate policy to oversee long-term transformation of the company's business activities (see section 2.1.3 in Chapter 2 of this document).

In December 2020, at the customary winter meeting of executives from all its national markets, Colas initiated a new corporate project that places CSR at the heart of its strategy, presenting eight stakeholder commitments - notably in the areas of commercial activity, climate and biodiversity, the circular economy, interpersonal skills, procurement and business ethics.

In 2018, Bouygues Construction published its CSR roadmap, which includes clearly defined targetsa, entitled "Responsible and committed", which is integrated into its strategy and in which it refocused in 2020 its goals around 12 priorities (health & safety; exemplarity of operations; ethics; energy and carbon; biodiversity; the circular economy; responsible sourcing; fundamental human rights; diversity and quality of life at work; employability and local foothold; social responsibility; openness to society).

In 2020, Bouygues Telecom strengthened its governance of environmental matters by involving all departments in drafting a Climate strategy and an associated action plan.

(a) See also https://www.bouygues-construction.com/en/responsable-et-engage

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