Our roadmap Our commitments We presented our 2023-2026 sustainable deve- lopment roadmap and the ImpAct project(see p.22 SOCIETAL and 23) in our 2023 Sustainability Report. Based on our 16 sustainability challenges • Sustainably improve the quality of the MATTHIEU HAUW (seedouble materiality analysis on p.30 and 31), habitats, services and care we offer. it defines our Group commitments that derives • Engage with our stakeholders to improve Chief Sustainable Development Officer therefrom and serves as a framework for countries our local socio-economic impact, to define their own action plans and for homes to including access to employment. develop the sustainable development component of their home projects. Our sustainable development approach isIt is rolled out each of the countries where we SOCIAL aligned with the fundamentals of our enterprise operate. culture – a culture of front-line, entrepreneurship, • Continuously improve the quality of The ImpAct Project, launched in 2023, is meant life and safety of employees within focused on the well-being of our customersto aim at mobilising all our employees around the ENVIRONMENTAL our homes. and support for our employees throughoutkey objectives of our Group sustainable deve- • Develop the skills and value the their careers. lopment roadmap. The proliferation of initiatives • Reduce direct and indirect GHG commitment of our employees. Co-developed with our stakeholders, thislaunched since then is tangible proof of what emissions resulting from our activities approach is embodied by our commitments toour enterprise culture can achieve. in line with a scenario limiting global ethical, sustainable and socially responsible warming to 1,5°C. It is an achievement of which all our employees • Strengthen our resilience to practices. Sustainable development is there-can be legitimately proud. And it is this fore one of the four strategic levers of our climate change. concrete, daily momentum, close to the field, performance1and an integral part of ourthat enables us to place sustainability at the • Significantly reduce our energy overall strategy. Our organisation provides consumption. GOVERNANCE heartof our professions, our business model and an enabling framework that integrates bothour enterprise project. • Develop our consumption of regulatory controls and our quality standards, sustainable energy (supply and • Comply with the principles of good within which our professionals can fully exercise clean production). conduct set out in our Ethical Business their autonomy. • Preserve aquatic resources. Conduct Charter, in accordance with On the recommendation of the Nomination and applicable regulations. These fundamentals, decided and implemented Remuneration Committee, the CSOS decided in • Preserve and regenerate biodiversity • Collaborate with our suppliers to as closely as possible to the field, are for us May 2024 to renewthe conditions for awarding the of the territories where we operate. enhance our positive impact and reduce the guarantee of quality of service and attention variable portion of the remuneration of the members • Reduce and better recycle the waste our negative impact on our value chain. of the Group Executive Committee, the Country generated by our activities, in line with to others. They bring consistency and scope to Management Committees (and the n-1s of the Country • I nvolve families in country governance our actions, directly connected with the needs Executive Committees) established in 2023, namely: public policies in the countries where by creating a National Family Council in and expectations of our residents, our teams 15% for achieving the target NPS (group or countr ,y) the Group operates and through an each country where we operate. and our ecosystem. 40% for achieving qualitative business and sustainable optimised management process. development priorities. The remaining 45% depen • Prevent risks of serious harm to human ds rights, health and safety, and the Our Group sustainable development roadmap on quantitative economic criteria. The quantitativeand environment related to our activities. defines our common commitments and qualitative sustainable development criteria are linked objectives in response to our 16 sustainability to the ImpAct project. challenges. 1. The 3 other levers of our strategic plan are our professionals, women and men, real estate and digital transformation. 28 29 4202 TROPER YTILIBANIATSUSSEVLESRUO TIMMOC