Credit Agricole Assurances SA

Board of Directors and executive governance

Reference: pages 30-31.

The Board of Directors' composition, diversity, skills and role in monitoring IROs are incorporated by reference to Chapter 3 of the Universal Registration Document (pages 30-31). At 31 December 2025 the Board had 15 members (40% women), versus 9 members (56% women) in 2024; 1 independent director (7%), versus 11% in 2024. The Executive Committee had 17 members, 29% women.

The Audit and Risk Committee, acting under Article L.821-67 of the French Commercial Code, "monitors matters relating to the preparation and control of sustainability information" and, since 1 January 2024, "oversees sustainability information in the same way as it does for accounting and financial information", examining material IROs before Board approval (page 31).

In 2025 the Board received training on "the 3rd National Plan for Adaptation to Climate Change" and a presentation on the Omnibus proposals (page 30). Since 2022 a dedicated Executive Committee body handles societal issues, supported by a "societal governance" structure of steering committees (page 47).

Information provided to and matters addressed by governance bodies

Reference: pages 31, 45.

"Each year the Board of Directors approves the specific section of the management report relating to sustainability information" (page 31). Sustainability and CSRD implementation are Audit and Risk Committee agenda items; in 2025 the Board benefited from training on the 3rd National Plan for Adaptation to Climate Change and a briefing on the Omnibus proposals (page 30).

The Executive Committee relies on the "societal governance" structure set up in 2022, comprising the Societal Principles steering committee, the Societal Projects steering committee, the Responsible Company Societal Steering Committee and the Non-Financial Reporting Steering Committee, which "is responsible for supervising the production of various non-financial reports" (page 45). Matters addressed in 2025 through this governance included the climate transition plan, the Responsible Value Chain approach and quarterly CSRD reporting progress.

Integration of sustainability performance in incentive schemes

Reference: pages 31-32.

"With regard to the members of the Board of Directors, the only compensation received is related to their attendance at Board meetings" (page 31). For executive corporate officers, individual variable compensation is at least 50% economic-performance metrics and the remainder non-economic, collective and/or individual metrics; "Collective metrics include CSR criteria" (page 31).

For 2025 non-economic objectives, collective CSR objectives carry a 20% to 40% weighting, alongside a 10% quantitative "conquest" (customer-winning) objective and 50-70% individual objectives (page 31).

For long-term variable compensation granted as indexed cash, "since 2024 for the performance measured in 2023, the acquisition criteria also include an objective linked to the environmental and societal performance of Crédit Agricole S.A. for 33.33%", split between contributing to carbon neutrality by 2050 and increasing diversity/gender balance in governance (page 31).

Statement on due diligence

Reference: Annex 1, page 131 (incorporated by reference; "ESRS 4-GOV-4 -> Annex I: Statement on due diligence" per the Annex 2 content index, page 132).

Annex 1 maps the five core elements of due diligence to the Sustainability Statement: (a) embedding due diligence in governance, strategy and business model - sections 2.1.2.I-IV and 2.1.3.III; (b) engaging with affected stakeholders - sections 2.1.2.I-II, 2.1.3.II, 2.1.4.I.1; (c) identifying and assessing adverse impacts - sections 2.1.4.I.1 and 2.1.3.III; (d) taking actions to address adverse impacts - the E1 transition plan and IRO management sections, accessibility of offers, cybersecurity, ethics and anti-corruption promotion, and responsible supplier relations; (e) tracking effectiveness and communicating - E1 targets, ethics/anti-corruption sections and payment practices (page 131).

Risk management and internal controls over sustainability reporting

Reference: page 32.

"As the reporting of this data is recent, the risk assessment and control framework continues to evolve for this second edition" (page 32). Sustainability information risks are assessed within the operational risk mapping exercise, an annual self-assessment by operational departments covering data completeness, integrity, availability and accuracy.

Mitigation for 2025 included: a monthly CSRD Coordination Committee, a strengthened project team, defined roles and responsibilities for data production/validation, work on industrialising metrics (e.g. GHG emissions data), business-line support in formalising controls, and review by a cross-functional review committee (page 32).

Controls run through three lines of defence: 1st-degree/1st-level controls by data processors and 1st-degree/2nd-level independent operational controls; 2nd line permanent control ("2nd degree, 2nd level"); 3rd line independent reviews by Internal Audit. Conclusions reach the Board and Executive Management via Chapter 5 of the URD (page 32).

Strategy, business model and value chain

Reference: pages 33-34.

Crédit Agricole Assurances is "the leading insurer in France by amount of turnover and the leading European bancassurer", operating through three business lines - Savings/Retirement, Death & Disability/Creditor/Group insurance, and Property & Casualty - with 4,045 FTEs (average), 74% in France, 24% in the EU (page 33).

Its sustainability strategy is structured around three priorities: acting as a responsible insurer, a responsible investor, and a responsible company (page 33). The value chain spans insurance, investments and own operations; upstream players are shareholders/investors, suppliers, reinsurers, asset managers, custodians and distribution networks, while downstream covers individual and corporate customers, subscribing associations and investment beneficiaries (page 34). 88% of business is distributed through Crédit Agricole Group banking networks in France, Italy and Poland, 12% through open-architecture channels (page 33).

Interests and views of stakeholders

Reference: pages 34-36.

Main stakeholders: customers, employees, Crédit Agricole S.A. (sole shareholder), debt investors, suppliers, workers in the value chain, distribution partners, regulators, media and NGOs (page 34).

Engagement channels are described per stakeholder: customer dialogue through banking networks and satisfaction surveys; employee dialogue "directly and through close collaboration with employee representatives" (page 34); dialogue with Crédit Agricole S.A. to align strategy with Group management; investor communication for transparency on financial/non-financial performance; and, for value-chain workers, "Crédit Agricole Assurances does not interact directly with the workers in its value chain" but their interests are addressed via the Responsible Supplier Relations and Purchasing Charter and Responsible Purchasing Charter labels (page 35-36).

DMA insights are integrated by executive governance through the CSR function and Executive Committee discussions (page 36).

Material impacts, risks and opportunities and their interaction with strategy and business model

Reference: pages 37-43; per-topic pages 39-42, 118, 123-124.

The 2025 double materiality analysis (Crédit Agricole Assurances' second) identified 44 material IROs (threshold-scored >=8 on the 1-16 scale; page 44), spanning ESRS 2, E1, E5, S1, S4 and G1. E2, E3 and E4 (nature themes other than climate and circular economy) remain assessed as inconclusive for 2025 (page 37).

Changes versus 2024: 4 IROs reassessed as non-material (2 G1/E1 positive impacts reclassified or under-characterised; 2 risks/opportunities on E1/E5), and 5 new material IROs added - 2 S4 negative impacts (offer transparency; unsuitable offers/refusal), 2 opportunities (E1 low-carbon transition services; S4 accessible/inclusive products), and 1 G1 risk (whistleblower system failure) (pages 37-38).

"There are no current significant financial effects" reported from the raw-vision negative impacts on climate (page 42). Resilience of the strategy and business model rests on "a diversified model in several insurance business segments" and is detailed further under climate-specific IRO-1 (page 42-43; see also E1-3-Resilience).

Description of the processes to identify and assess material impacts, risks and opportunities

Reference: pages 43-46.

Crédit Agricole S.A. established a Group-wide IRO list by business line, value chain and own operations; Crédit Agricole Assurances supplemented it with entity-specific IROs from internal experts (page 43). "Crédit Agricole Assurances did not specifically consult any stakeholders or external experts directly during the double materiality analysis process conducted in 2025" (page 43).

Rating: impacts rated on probability x magnitude/extent/irremediability; risks and opportunities on probability x potential financial scale, each on a 1-4 scale (max 16). "Crédit Agricole Assurances has defined a materiality threshold of 8... Following this rating work, 44 IROs were defined as material" (page 44).

Climate-specific process (pages 44-46) draws on Solvency II prudential risk management: ACPR 2020/2023 climate stress tests (Predica and Pacifica), ORSA scenarios, and SCR natural-catastrophe sub-module modelling. NGFS scenarios used: ordered "Below 2°C" and disordered "Delayed transition" (1.3-1.5°C by 2050, ~1.6°C by 2100); acute physical risk assessed on IPCC RCP 4.5 (0.9-2.0°C, 2046-2060). Results "show the resilience of insurance activities to climate shocks, given their limited exposure to carbon-intensive sectors" (page 46).

Disclosure requirements in ESRS covered by the undertaking's sustainability statement

Reference: Annex 2, pages 132-138.

Annex 2 lists, by disclosure requirement, the Sustainability Statement section where each is covered: ESRS 2 BP-1/BP-2/GOV-1 to GOV-5/SBM-1 to SBM-3/IRO-1/IRO-2; E1 GOV-3, E1-1 through E1-6 (via IRO-1); E2, E3, E4 covered only at the ESRS 2 IRO-1 (screening) level, with no topical DR; E5 IRO-1, E5-2, E5-5; S1 SBM-2, SBM-3, S1-1, S1-2, S1-4, S1-5, S1-6, S1-8 to S1-17; S4 SBM-2, SBM-3, S4-1 to S4-4; G1 GOV-1, IRO-1, G1-1, G1-2, G1-3, G1-4, G1-6. No S2 or S3 entries appear.

A second table lists mandatory datapoints deriving from other EU legislation (SFDR, Pillar 3, Benchmark Regulation, European Climate Law), several marked "Not material" (e.g. E2-4-28, E3 water datapoints, E4-2-24 land/ocean/deforestation, E5-5-37(d)/39 waste, S1-16-97(b) CEO pay ratio, all S2 and S3 legislative datapoints) or "Transitional provisions" (E1-9 physical-risk exposure datapoints, paragraphs 66(a), 66(c), 67(c)) (pages 132-138). "We have not omitted any specific information corresponding to intellectual property, know-how, impending developments or matters in the course of negotiations" is not separately stated in this report; omissions are addressed per topic above.

Transition plan for climate change mitigation

Reference: page 47.

"Crédit Agricole Assurances does not have its own transition plan and is part of the Crédit Agricole S.A. Group's transition plan for climate change mitigation and adaptation... and contributes to its implementation" (page 47). The ambition: contribute to carbon neutrality by 2050 "so that global warming does not exceed 1.5°C by 2100", pursued across investment, insurance and corporate sections.

Commitments include: joining the Net Zero Asset Owner Alliance (NZAOA) in October 2021, with a target to cut the carbon footprint of listed corporate/real-estate investment portfolios by 50% by 2029 versus 2019 (Scopes 1-2); application of sectoral coal and oil & gas exclusion policies; joining the Forum for Insurance Transition (FIT) in 2024 (having left the Net-Zero Insurance Alliance, inactive since 2024); and contribution to Crédit Agricole S.A.'s SBTi-based operating-footprint targets, including a purchasing decarbonisation objective (page 47). Membership of PRI (since 2011) and PSI (since 2021) is also noted.

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 (pages 44-46), where this content is disclosed. This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Climate-related risk identification draws on Solvency II prudential tools: risk mapping, the ACPR 2020 and 2023 climate stress tests (Predica and Pacifica entities), ORSA scenario work, and the SCR natural-catastrophe sub-module (page 44).

Scenarios used (page 45): for physical risk, IPCC RCP 4.5 (0.9-2.0°C, 2046-2060; RCP 8.5 for the 2020 exercise); for transition risk, two NGFS scenarios - an ordered "Below 2°C" and a disordered "Delayed transition" (1.3-1.5°C by 2050, ~1.6°C by 2100). Results are stressed to the 98th percentile of loss distribution "focusing on the most extreme 2% of cases" (page 45).

Results: a temporary deterioration in capital ratio over a 5-year horizon, with "a gradual return to a solid financial trajectory"; long-term (2050) results "show the resilience of insurance activities to climate shocks, given their limited exposure to carbon-intensive sectors" (page 45). In 2025, 9 entity-specific climate scenarios covered 7 entities, versus 7 scenarios for 5 entities in 2024 (page 46).

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3 (page 43) and IRO-1 (pages 44-46). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

SBM-3 states: "The resilience of Crédit Agricole Assurances' strategy and business model is based on a diversified model in several insurance business segments and on its ability to both anticipate risks and seize opportunities... The resilience analysis is discussed in more detail in [IRO-1]" (page 43).

Under IRO-1: ACPR stress-test and ORSA results "show a deterioration in the capital ratio over a 5-year horizon due to unfavourable economic assumptions combined with a deterioration in claims. Nevertheless, the impact remains temporary and contained" (page 45). "In the long term (2050), the results show the resilience of insurance activities to climate shocks, given their limited exposure to carbon-intensive sectors... strengthened in particular by Crédit Agricole Assurances' withdrawal policy in terms of coal" (page 45). A 2024 CAA-specific stress test showed the solvency ratio falling but "remains above the regulatory threshold"; it was not repeated in 2025 as conclusions were expected to be similar (page 46). "The level of capital earmarked for dealing with environmental risks is considered sufficient and demonstrates the resilience of Crédit Agricole Assurances" (page 46).

Policies related to climate change mitigation and adaptation

Reference: pages 47, 50-52.

Crédit Agricole Assurances applies the Crédit Agricole Group's climate strategy rather than a standalone policy suite, implementing: an energy policy for all buildings occupied in France (controlling consumption, growing renewable electricity use, ISO 50001-certified Paris buildings), led by the transformation/CSR departments (page 50); the Business Travel Charter, based on Crédit Agricole S.A.'s policy, favouring rail over air travel (page 50); a Responsible Purchasing policy (detailed under G1-2); the Group's thermal coal policy (exit by 2030 EU/OECD, 2040 rest of world; CAA adopted its own exit plan in 2023) (page 50); the oil & gas sectoral policy, excluding issuers >30% exposed to unconventional hydrocarbons and excluding new investment in oil & gas infrastructure (pages 50-51); and the unit-linked selection policy for savings products, with four objectives including quality, non-contribution to socially inadequate practices, and offering transition-oriented investment choices (page 51-52).

Actions and resources in relation to climate change policies

Reference: pages 51-58.

Company (pages 51-52): fleet electrification toward 100% electric by 2030; low-carbon Claims Management Units (HQE Excellent, BBCA E3/C2, ~50% lower construction-phase carbon, ~2.5x lower operational carbon; 5 delivered 2023-24); 100% renewable electricity at French sites since 2022; responsible IT; employee Climate Fresks. In 2025 CAA acquired its first voluntary carbon credits via Carbioz, financing four Low Carbon Label projects.

Investment (pages 53-54): €17.4bn green bonds and €3.4bn sustainable bonds outstanding at end-2025; the new €300m Transition Infrastructure Debt (CATI) fund; ESG scoring in investment decisions; shareholder dialogue with the 20 highest-emitting portfolio companies under NZAOA; Enel's removal from the coal-exclusion list cut carbon-intensive outstandings by ~€1bn.

Insurance (pages 55-58): renewable-energy cover (13% of the multi-risk agricultural portfolio); forest insurance (530,000 hectares); the "Drought Initiative", flood-vulnerability pilots, and the National Observatory of Wildland Fires; 17.7 million weather alerts sent to 4.2m customers in 2025.

Targets related to climate change mitigation and adaptation

Reference: pages 59-61.

Company: Scope 1&2 to fall 4.2%/year (SBTi 1.5°C pathway), i.e. -46.2% by 2030 versus a 2019 baseline; Crédit Agricole S.A.'s own ambition is -50% on Scopes 1, 2 and 3.6 by 2030. Business travel (Scope 3.6): -50% by 2030 vs 2019, now managed in intensity per FTE from 2025. "At this stage, Crédit Agricole Assurances is not in a position to quantify the impact of each of its actions" toward these targets (page 59).

Investment (page 60): carbon-footprint reduction -50% by 2029 vs 2019 (Scopes 1&2 intensity) - already -62%, from 38 to 33 tCO2e/€M invested (2024 to 2025); renewable-energy financing target of 14GW by 2025 - exceeded at 17.3GW (CAA share 5.6GW); coal exclusion tiered by turnover share (5% from 2023 down to 1% by 2030) - €703.6m of assets still to divest; annual dialogue with the top-20 emitters - achieved.

Insurance and Savings (page 60): "For property & casualty Insurance, analyses to establish GHG emission reduction targets are to be undertaken" and "Crédit Agricole Assurances has not set a climate change target for unit-linked funds." A €28bn certified-AUM target for 2025 was not met (€16.6bn actual) following the SRI V3 label relaunch, which delisted many funds.

Energy consumption and mix

Reference: page 61 (table, 1 Dec 2024 - 30 Nov 2025 period; corporate scope).

Total consumption rose 29%, of which 18 points from scope expansion (Mudum Seguros, CALIE, CACI Life/Non Life, ASG, CA Life Japan, CA Assicurazioni, CA Zycie, CATU) and 11 points like-for-like, "the heating network consumption of Parisian buildings doubled in 2025 due to the addition of a new building connected to the heating network and an overall increase in consumption related to harsh weather" (page 61). The renewable share fell from 84% to 74% because the newly added international entities' vehicle fleets increased fossil consumption while their buildings mainly use renewable electricity.

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: page 62 (table); page 63.

97% of electricity consumption at French and international sites is covered by Guarantees of Origin. Scope 1 rose "due to the addition of international entities that have a fleet of vehicles" (page 63). Scope 3.11 (claims-handling emissions) jumped after extending measurement to motor claims of Mudum Seguros/CA Assicurazioni/ASG and home claims of Pacifica: 62,371 tCO2e France motor "with breakdown data" plus 38,777 tCO2e without, 2,992 tCO2e international motor, and 207,906 tCO2e France home claims (page 63). "Comparative data as at year-end 2024... could not be revised" per the auditors' report (page 156).

Actions and resources related to resource use and circular economy

Reference: pages 67-69.

Motor insurance: since 2017 the ASSERCAR network of 2,226 partner body shops has promoted reused parts (PRE), reaching a used-parts rate of 17.8% in 2025 (vs. 14.8% in 2024); roughly 30,000 vehicles were sent to End-of-Life Vehicle (ELV) centres in 2025, which "undertake to recycle 95% of the components... with some centres achieving rates above 98%" (page 68).

Home insurance: partnerships with Darty (since 1999), Supporter/Murfy (equity and operational partnership since April 2024) for repair/refurbishment of appliances, and Leroy Merlin (since 2023) for DIY repair training - 3,539 DIY courses financed since 2023 (page 68).

"Tous Mobiles" device insurance: of 53,244 claims managed in 2025, 95% resulted in repair or refurbished replacement (page 69).

"At the end of 2025, Crédit Agricole Assurances did not have a policy within the meaning of the ESRS for this E5 standard"; the response instead runs through these concrete claims-management actions, framed by the non-binding "CSR reference framework" tool used since 2020 (page 67).

Resource outflows

Reference: pages 67-69.

Circular-economy resource outflows are addressed through claims-handling outcomes rather than a manufacturing output metric: the 17.8% used-parts rate across ASSERCAR's 2,226 partner and non-partner repairers in Motor claims (vs. 14.8% in 2024); ~30,000 vehicles sent to ELV centres for end-of-life recycling, "undertak[ing] to recycle 95% of the components of the vehicle" with some centres exceeding 98%; and 95% of the 53,244 "Tous Mobiles" device claims in 2025 resulting in repair or refurbished replacement rather than new-unit replacement (pages 68-69).

"Given the nature of its business" as an insurer rather than a manufacturer, resource outflows are described through repair/reuse/recycling partnerships (Darty, Supporter/Murfy, Leroy Merlin DIY) rather than a products-and-materials output table (page 68). The waste sub-topic specifically is treated separately as not applicable (see E5-5-Waste).

Policies related to own workforce

Reference: pages 76-84 (Human capital development, page 83; the same framework applies to SIRCA, page 82).

Crédit Agricole Assurances is part of the Crédit Agricole S.A. Group's Human-Centric Project and, through the UNI Global Union Agreement (signed 2019, renewed October 2023, in force 2023-2027), commits to respecting the UN Guiding Principles on Business and Human Rights, ILO Fundamental Principles and Rights at Work, and OECD Guidelines for Multinational Enterprises (page 76-77).

Five HR policy areas structure the response to identified IROs: human capital development, social dialogue, diversity, working environment, and performance and compensation (page 77). Each is governed through dedicated committees - the HR Director Committee (monthly), the Diversity and Inclusion Committee (since 2023, 10 executive members), and local Health, Safety and Working Conditions Commissions (CSSCT) in France (page 92). These policies also apply to the own workers of SIRCA (2,283 employees at 31 December 2025), a claims-handling entity under Crédit Agricole Assurances' operational control (page 82).

Processes for engaging with own workforce and workers' representatives about impacts

Reference: pages 87-89.

"Social dialogue is defined as a set of mechanisms for information, consultation, consultation and/or negotiation with social partners" (page 87). At Group level this runs through the European Works Council (met twice in select committee in 2025, plus an annual plenary and a June 2025 study mission to Belgium) and the Group Works Council (two plenary meetings, plus Economic and CSR Committee meetings, including a 2025 presentation on CSRD) (page 87).

Locally, the Consultation Committee provides information and discussion on strategic projects twice yearly; Group trade-union correspondents meet eleven times a year (page 87). Since 2024 Crédit Agricole Assurances has "been working with Crédit Agricole S.A. to closely involve social partners in the work to draw up its vigilance plan" via the Consultation Committee and trade-union correspondents (page 88). Reorganisations trigger systematic impact analysis by a prevention officer and, where transnational, parallel information to the European Works Council (page 89).

Taking action on material impacts on own workforce

Reference: pages 83-95.

Human capital development: the Human-Centric Project drove 100,000+ hours of training activity; 138,071 total training hours in 2025 (vs. 111,294 in 2024); a digital training platform partnership (24 languages) rolled out May 2024 gave 100% of employees unlimited access to training/mobility tools by 2025; an AI-training universe launched Q4 2024 (pages 83-85).

Social dialogue: 24 company agreements signed in France in 2025 (vs. 16 in 2024), 4 internationally (page 97).

Diversity: manager training to reduce recruitment discrimination risk (100% of new managers, 100% of HR managers since 2023); mixed-gender shortlists and a 2025 mentoring programme (50% women); disability employment rate raised to 4.72% (up >14% vs. 2023), 54 people with disabilities recruited 2023-2025 (pages 89-93).

Working environment: psychosocial-risk charter renewed 2023; a new Paris health space opened March 2023; "there were no serious accidents or human rights incidents at Crédit Agricole Assurances in 2025" (page 94).

Targets related to own workforce

Reference: page 77 (targets table cross-reference); pages 84-85, 91.

The HR targets structure follows the IRO/policy/action/target table at page 77: for human capital development, monitoring of appraisal-interview coverage, training hours and promotions; for diversity, the Rixain Act target of 30% women in senior executive ranks and governing bodies by 31 December 2025, achieved at 29.1% (Crédit Agricole Assurances Solutions senior executives) and 21.4% (governing bodies), and a 30% international-profile target in succession plans by 2025, achieved at 33% (page 91).

For health and safety, disability employment above 3% (achieved: 4.72%, page 92-93); for compensation, the annual gender-equality index score and monitoring of the ratio between the highest and median salary. For social dialogue and working conditions no quantified numerical target is set; "quantitative monitoring metrics do not make it possible to measure their quality" is stated explicitly for social dialogue (page 87), so effectiveness is instead tracked through agreement counts and participation-survey rates (79% Capital Confidence Index participation, page 84).

Characteristics of the undertaking's employees

Reference: pages 79-82.

Total workforce 4,204.9 FTE at 31 December 2025 (vs. 3,790.0 in 2024): 53.5% women, 46.5% men. By region: Western Europe 95.3% (of which France 73.8%, Italy 11.0%), Eastern Europe 2.9%, Asia-Oceania 1.9%. By contract: permanent 96.4%, fixed-term 3.6%, no non-guaranteed-hours contracts; full-time 94.7%, part-time 5.3% (page 79-81).

Turnover: the ESRS-formula rate is 6.2% in 2025 (vs. 8.4% in 2024, restated); the previously published INSEE-formula rate was 8.7% (2025) vs. 11.4% (2024) (page 81). Permanent-contract departures: 199 in 2025 (vs. 235 in 2024), split 55.8% resignation, 15.1% retirement, 9.5% dismissal (page 81).

Age breakdown: under-30 12.2%, 30-50 60.7%, over-50 27.1% of the workforce; average age 42.6 (page 99).

Collective bargaining coverage and social dialogue

Reference: page 97.

At 31 December 2025, coverage by collective bargaining agreements was 80-100% in Spain, France, Italy, Luxembourg and Portugal, versus 0-19% in Germany, Ireland and Poland (Asia-Oceania is likewise low-coverage). Workplace representation (EEA only) was 80-100% in France, Italy, Poland, Spain, Portugal and Luxembourg (page 97).

"100% of employees of Crédit Agricole Assurances and its subsidiaries are covered by the Global Agreement signed on 9 October 2023" (page 97), though country-level bargaining-coverage rates depend on national legal provisions. 24 company agreements/amendments were signed in France in 2025 (vs. 16 in 2024), across compensation (16), diversity (2), health and safety (1) and other themes; 4 internationally (page 97).

Diversity metrics

Reference: pages 90-91, 98-99.

Gender balance: Executive Committee women 29.4% (2025) vs. 23.5% (2024); Senior Executive workforce women 24.4% vs. 23.1%; managers (excl. C1/ExCo) women 46.6% vs. 46.1% (page 98). Rixain Act 30%-by-2025 target: 29.1% women among Crédit Agricole Assurances Solutions senior executives; 21.4% on its governing bodies (page 91).

Age: under-30 12.2%, 30-50 60.7%, over-50 27.1%; average age 42.6 (page 99). Disability (France scope): 4.3% of employees in 2025 (vs. 3.9% in 2024); the provisional statutory (OETH) employment rate was 4.72% (page 100). International: 56 nationalities represented (vs. 47 in 2024); international-profiles-in-succession-plans target of 30% by 2025, achieved at 33% (page 99). Youth Plan: 860 young people under 30 welcomed in 2025 (vs. 744 in 2024) (page 99).

Adequate wages

Reference: pages 96, 100.

Crédit Agricole Assurances uses the Fair Wage Network benchmark, "in the absence of a legal definition", corresponding to "the wage enabling workers and their families... to have an acceptable standard of living", covering housing, food (2,200-3,000 kcal/adult/day per UN-Habitat-aligned criteria), childcare, education, healthcare, transport and communication (page 96).

"Percentage of employees with a salary above the adequate wage of each country: 100% in both 2025 and 2024" (page 100). By country (France, Ireland, Italy, Japan, Luxembourg, Poland, Portugal), the number and share of employees earning below the adequate wage is 0 (0%) in every country, in both years (page 100).

Social protection

Reference: pages 94-95.

"Thanks to regular reviews, Crédit Agricole S.A. ensures the compliance of its systems with local legal obligations for entities on a global scale for all its subsidiaries" (page 95), covering sickness, disability, invalidity and death protection under the UNI Global Union worldwide agreement and the 9 October 2023 Global Agreement. In France, pooled collective Death & Disability plans cover 100% of employees, providing improved guarantees, assistance services and psychosocial-risk support (page 95).

Maternity leave is paid 100% for sixteen weeks and paternity leave 100% for 28 calendar days across all entities; "100% of Crédit Agricole Assurances employees are covered by maternity leave or paternity leave" (page 90). Under Article 5.5 of the Global Agreement, Crédit Agricole S.A. carries out "a regular and exhaustive inventory of all the social protection systems in force in all entities", shared with the monitoring committee (page 95).

Persons with disabilities

Reference: pages 92-93, 100.

Governed by the seventh Group Disability Agreement (2023-2025), managed by the central Disability team with subsidiary HR contacts (page 92). Targets: employment rate above 3%, 24 hires (minimum 7 permanent, 6 work-study), and a 25% conversion rate of temporary contracts for people with disabilities - "these objectives have been met or exceeded" (page 92).

"For 2025, the employment rate of people with disabilities of Crédit Agricole Assurances' French entities was 4.72%, i.e. an increase of over 14% compared to 2023"; 54 people with disabilities recruited 2023-2025 (9 fixed-term, 36 permanent, 9 work-study) (page 92). The France-scope metric (a different, narrower definition than the statutory OETH rate) shows 4.3% of employees with a disability in 2025 (vs. 3.9% in 2024) (page 100). A new practical disability guide for France was published May 2025 (page 92).

Training and skills development metrics

Reference: pages 101-102.

Total training hours: 138,071 in 2025 (vs. 111,294 in 2024); average per employee 32.3 hours (vs. 28.8); "In 2025, 100% of employees completed at least one training course, as in 2024" (page 102).

By topic: Hard Skills 48.8% (67,313 hrs), Soft Skills 30.4% (41,927 hrs), Regulatory 18.7% (25,827 hrs), CSR & Sustainable Development 2.2% (3,003 hrs) (page 102). Performance/career-development review participation: women 87.9%, men 86.6% (all employees, page 101).

Promotions in France: 277 (9.3% of workforce) in 2025 vs. 368 (13.1%) in 2024; women received 9.9% and men 8.5% of promotions (page 102). Permanent-contract hires: 367 in 2025 (80.4% external recruitment) versus 432 in 2024 (page 103).

Health and safety metrics

Reference: page 104.

Overall absenteeism rate rose to 4.80% (2025) from 3.12% (2024), driven by sickness absenteeism (2.84% vs. 1.39%); absenteeism excluding maternity/paternity/breastfeeding was 3.57% vs. 2.04% (page 104). "There were no serious accidents or human rights incidents at Crédit Agricole Assurances in 2025" (page 94).

Work-life balance metrics

Reference: page 94.

Under the 2023 Global Agreement, "100% of Crédit Agricole Assurances employees in France benefit from a remote working agreement", allowing remote work "up to 40% of their annual working time with flexibility for the days taken" (page 94). In 2025 CAA established "golden rules" for hybrid work to balance individual organisation and team functioning.

Parenthood provisions (16 weeks 100%-paid maternity leave; 28 days 100%-paid paternity leave, covering 100% of employees) are cross-referenced from the Diversity policy (page 94). No quantitative work-life-balance metric table (e.g. family-leave uptake by gender) is separately presented beyond the parenthood and remote-working descriptions; the "Places For You" campus transformation project (rolling out to 2029) is framed as a quality-of-working-life initiative (page 94).

Compensation metrics (pay gap and total compensation)

Reference: pages 95-96, 104-105.

Gender pay gap: 21.1% in 2025 (vs. 21.3% in 2024), "mainly due to the difference in gender distribution in the main professions" (page 104). Ratio between highest and median compensation: 11.4x in 2025 (vs. 10.5x in 2024) (page 105). Share of women in the top 10% of earners: 31.1% (vs. 31.5% in 2024) (page 105).

"As of 31 December 2025, all Crédit Agricole Assurances' entities had obtained a score of between 84/100 and 92/100" on the French professional-equality index (page 96). Collective profit-sharing paid €2,587,166 (574 beneficiaries) and incentive schemes €30,697,098 (3,551 beneficiaries) in 2025 (page 105). Average monthly salary (France, active permanent): managers €5,605, non-managers €2,785 (page 105).

Incidents, complaints and severe human rights impacts

Reference: page 106.

Total reported incidents of discrimination and harassment (proven or not): 12 in 2025 (vs. 10 in 2024), based only on incidents "that have given rise to an investigation" via multiple channels (dedicated tool, litigation, dedicated contacts, HR Department) (page 106). All other lines in the incidents table - complaints on working conditions/equal treatment, fines/penalties/compensation paid, and serious human-rights incidents (including cases of non-compliance with the UN Guiding Principles, the ILO Declaration or OECD Guidelines) - are reported as nil in both years (page 106), consistent with the statement elsewhere that "there were no serious accidents or human rights incidents at Crédit Agricole Assurances in 2025" (page 94).

Policies related to consumers and end-users

Reference: pages 107-114.

"Crédit Agricole Assurances has not formalised a policy on the accessibility of its offers, has not adopted targets or performance measures and has no plans to adopt any" (page 108). Instead, the response is action-based, organised around two themes: accessibility of offers and customer support, and protection of customers and their data (page 107), under the Group's "Smart Compliance for Society" approach (page 108).

Products/legislative framework spans the Insurance Distribution Directive, SFDR, the PACTE Act and a body of Customer Protection standards regulated by the Compliance Department, covering product governance, duty of information and complaints handling (page 110-111). For personal data protection, GDPR compliance runs through a four-pillar system - Governance, Body of standards, Training, Control - supervised by Data Protection Officers in each entity (page 116).

Processes for engaging with consumers and end-users about impacts

Reference: pages 108-109.

Dialogue runs through the Customer Recommendation Index (CRM) satisfaction surveys, biennial national/regional surveys to detect "weak signals" of changing expectations, a "Voice of the customer" resolution-tracking system, and proactivity/regular-contact programmes (page 108-109). "Interactions with customers mainly take place through insurance intermediaries, in particular the Crédit Agricole Group's various Banks and Regional Banks, and external distribution partners" (page 109).

Complaints can be sent by post, telephone, email or via Group websites, "subject to a time limit commitment" (page 109). Requests to exercise GDPR rights (access, rectification, erasure, limitation, opposition, portability): 591 in 2025 versus 449 in 2024 (restated to the 2025 consolidation scope; originally 215 under the narrower 2024 scope) (page 117).

Processes to remediate negative impacts and channels for consumers and end-users to raise concerns

Reference: page 116.

Product protection runs through: a regulatory-monitoring system anticipating operational variations; operational compliance mechanisms including "the implementation of a complaints management system" and dormant-asset treatment; a Product Governance system with the New Activities and New Products (NAP) Committee validating and maintaining offer compliance ("Product Oversight and Governance" requirements, information clarity/accuracy/transparency); intermediary training on customer-protection culture; a control system; and regular reporting to regulators, "for example: questionnaires dedicated to Customer Protection are sent to the ACPR" (page 116). Personal-data breach handling is separately governed by the "Data Breach procedure" cited in the S4 IRO table's customer-protection actions (page 109).

Taking action on material impacts, managing risks and pursuing opportunities related to consumers and end-users

Reference: pages 111-114.

Accessibility: entry-level offers (EKO Motor/Home, third-party/Essentiel via LCL) covered 390,000 home-insurance and 213,000 motor-insurance customers at end-2025; a youth home-insurance offer (18-30 years) covered ~183,000 young people (page 112). Legal-design plain-language redrafting was applied to the new Oriance contract's information notice in 2025 (page 112). 24 Group websites met digital-accessibility standards; Braille statements available on request since 2025 (page 112).

Vulnerable customers: the Point Passerelle programme expanded in 2025 to home, individual health, individual death and creditor insurance, with the reimbursement period extended from 6 to 12 months (page 113). Post-claim psychological support recorded an 89% recommendation rate (vs. 94% in 2024) (page 113). A Social Action Division was created in July 2025 for vulnerable-policyholder support (page 114).

Business conduct policies and corporate culture

Reference: pages 117-121.

Business conduct is monitored by the Board of Directors, its Audit and Risk Committee, and the Executive Committee's Risk and Internal Control Committee, covering ethics culture, conflicts of interest, anti-corruption, whistleblower protection, financial crime and market abuse (page 117). The Compliance Department expresses this through three pillars - Societal Project, Customer Project, Human-Centric Project (page 117).

Ethics culture roadmap (annually reviewed by the Board's Appointments and Governance Committee) includes mandatory Ethics Charter/Code of Conduct familiarisation for new hires, and a conduct-risk assessment system (page 119). Training uptake: "Professional ethics and professional conduct": 97.75% (2025) vs. 96.73% (2024); Ethics Quiz: 93.26% vs. 80.95% (page 120).

Whistleblower protection: a Crédit Agricole S.A. platform, available in nine languages, 24/7, guaranteeing anonymity; 8 alerts recorded in 2025 (vs. 7 in 2024) (page 121-122).

Management of relationships with suppliers

Reference: pages 123-129.

Crédit Agricole S.A.'s "Responsible Supplier Relations and Purchasing" label (first awarded 2014, extended to subsidiaries including CAA in 2017, renewed 2024 for three years), certified "high" (level 3/4) against ISO 20400 (page 123). Six policy areas: responsible supplier behaviour, ecosystem contribution, relationship quality, environmental/societal criteria integration, low-carbon transition, and integration with existing governance (page 124).

Metrics (France, 2025 vs. 2024): share of expenses with French suppliers 97.00% vs. 93.26%; share with French SMEs 16.07% vs. 16.94%; inclusive-purchasing (sheltered/adapted-work sector) spend €556,924 vs. €493,203; share of expenses CSR-assessed by EcoVadis 31.69% vs. 30.32% (page 129). Supplier CSR ratings weigh at least 20% (30% for high-risk categories) of purchasing-file assessments since 2025 (page 126). The internal mediator was referred to 0 times in 2025 (page 128).

Prevention and detection of corruption and bribery

Reference: pages 120-122.

The Crédit Agricole Group holds ISO 37001 anti-corruption management-system certification (first French bank to obtain it, 2017; renewed 2019 and 2022) (page 121). Action plans cover employee training/awareness, a procedural note with accounting controls preventing books being used to conceal corruption, third-party assessment, supplier awareness, and annual risk-mapping review, supervised annually by the Group Compliance Department (page 120-121).

Training uptake, 2025 vs. 2024: "Fight against corruption - General Module" 98.17% vs. 97.00%; "Most exposed occupations" module 98.41% vs. 98.15% (page 121). The target population for exposed-occupation training is 13.60% of headcount, covering decision-making, procurement, sponsorship, financial management, IT security and other risk functions (page 121). Conflicts-of-interest prevention runs through IDD/MAR/MAD procedures and a dedicated register (page 120).

Targets related to business conduct

Renumbered from the 2023 ESRS: G1-3 covered corruption prevention, with business-conduct targets addressed under MDR-T. This entry draws on content across section 2.4.

Effectiveness of the anti-corruption and ethics programme is tracked via training-completion ratios rather than a single stated target: "Professional ethics and professional conduct" uptake was 97.75% in 2025 (vs. 96.73%); the Ethics Quiz reached 93.26% (vs. 80.95%); the "Fight against corruption" general module reached 98.17% (vs. 97.00%) (pages 120-121). A quantified numerical target does exist for payment practices, part of business conduct: "Maintaining this metric below 40 days is the target" for average payment terms, a "Group-level target: move towards 100% within 2 years (by 31 December 2027)" for invoices paid within standard deadlines, and "Maintaining this metric at zero is Crédit Agricole Assurances' target" for legal proceedings over late payment (page 130). No numerical target is stated for corruption incidents or whistleblower-alert volumes themselves.

Incidents of corruption or bribery

Reference: page 121.

"Number of convictions for violation of anti-corruption and anti-bribery laws: 0 in both 2025 and 2024. Amount of associated fines: €0 (thousands) in both years" (page 121), based on the Compliance Department's tracking via the Operational Risk and Fight against Corruption processes.

Each corruption case is investigated by the entity's compliance department, drawing on audit, risk or HR expertise as needed, with findings presented to entities' Internal Control Committees; "the investigators (compliance department/audit/external firm) and the management chain concerned by the incidents of corruption are separate" (page 120). Whistleblower alerts recorded (a related but distinct metric) totalled 8 in 2025 versus 7 in 2024 (page 122).

Payment practices

Reference: pages 129-130 (France scope: Crédit Agricole Assurances, CAA Retraite, CAA Solutions, Predica, Spirica, Pacifica; standard term 60 calendar days).

"Maintaining this metric below 40 days is the target"; the Group-level target is to "move towards 100% [invoices paid on time] within 2 years (by 31 December 2027)"; and "maintaining this metric at zero is Crédit Agricole Assurances' target" for legal proceedings (page 130). "For the 2025 report, the payment metrics do not take into account the international activity" (page 129).