Our sustainability challengesMATRIX OF THE IMPACT OF CSR CHALLENGES 4 Service level Well-treatment Local socioeconomic impact Prevention of violence and harassment at work Supplier relationship Social dialogue managementOccupational Health and Safety As a Group wholly and exclusively committed to supporting ageing people, both at 3 home and in our homes, social responsibility has been at the heart of our enterprise Water consumption management Training and skills development project for over 40 years. This responsibility guides our development and our actions Waste management Managementof impacts on on a daily basis. In 2020, we made sustainable development one of DomusVi’s four biodiversity Corporate governance Protection of whistleblowers strategic levers. 2 Energy consumption managementReduction of GHG emissions Respect for human rights in the value chain Well-being at work Equal 2022-2023: A double2023: Presentation of the treatmentBusiness ethicsEnergy supply 1 materiality analysis baseddouble materiality analysisFight against discriminationAccess for allAdaptation to climate change to services on collaboration Lobbying activities Contribution to the Fair pay At the end of 2023, the consolidated results of this circular economy For our 2022 report, we conducted a double materia-analysis were presented to our executive community 0 1 2 3 4 5 lity analysis covering the period from the4thquarterat a seminar. The discussions that emerged from this seminarenabled us to confirm several key SIGNIFICANCE OF IMPACTS of 2022 to the 1st first quarter of 2023 in order to Materials challenges in terms of impact (positive and/or negative) prepare for the entry into force of the new Europeanareas for integrating these sustainability challenges sustainability standards (Corporate Sustainabilitywithin DomusVi: Reporting Directive - CSRD). FINANCIAL MATERIALITY OF CSR CHALLENGES • The fundamental role of governance in managing these challenges. 4 Service level This analysis is based on a dual perspective and Well-treatment enabled us to assess: • The essential contribution of the National Family • The positive and negative impacts that our activi Councilsand the need to extend this initiative Local socioeconomic impact - ties have, directly or indirectly, on our ecosystemsbeyond France. 3 Occupational Health and Safety and stakeholders. • The anchoring of our sustainable development Training and skills development approach in the field, as close as possible to Energy consumption management • The financial risks and opportunities that sustaina- Water consumption management Adaptation to climate change bility challenges bring to our business. our ecosystems and to the expectations of our Waste managent 2 residents and teams. For instance, we have Management Reduction of GHG emissions of impacts on At each stage, this analysis was conducted inchosen to integrate the issue of accessibility to biodiversity Prevention of Well-being at work Corporate governance close collaboration with and consultation with ouremployment into the local socio-economic impact violence andharassment challenge. Equal at work Energy supply stakeholders. Fight against discriminaion treatment Protection of whistleblowers 1 This analysis identified 16 material issues, Lobbying activities Contribution to the circular economy Business ethics including the 7 CSR priorities that were defined2024: Update and Social dialogue Access for all to services Supplier relationship Fair pay in 2019 following an initial impact analysis. management The identification of these 16 issues, which are bothconfirmation of the double Respect for human rights in the value chain most relevant to our financial performance and ourmateriality analysis 0 1 2 3 SIGNIFICANCE impact on society, enables us to prioritise our sustai- Material challenges from a financial point of view (risks and/or opportunities) nability challenges to ensure that sustainability risksIn 2024, workshops were conducted to update our and opportunities are considered in our businessdouble materiality analysis. These workshops didRATING SCALESSignificance of financial opportunities / risks: (3) significant risk and/ model. not reveal any changes in the prioritisation of our Significance of impacts (positive and/or negative): (5) very strong,or opportunity; (2) moderate risk and/or opportunity; (1) minor risk and/ global, irréversible (if négatif); (4) strong, widespread, difficult to reverseor opportunity; (0) no risk and/or no opportunity. challenges. or long-term (if negative); (3) moderate, moderately widespread,Probability :(4) very high probability / within 6 months ; (3) high reversible with effort or over the medium terme; (2) weak, not wides-probability / 6 monts to 1 year ; (2)moderate probability / 1 à 3 years ; pread, reversible with effort or in the short term; (1) minimal, limited and(1) low probability / 3 à 7 years ; (0) very low probability / 10 years. easily reversible; (0) no impact. 30 31 4202 TROPER YTILIBANIATSUSSEVLESRUO TIMMOCECNERRUCCO FO YTILIBABORP ECNERRUCCO FO YTILIBABORP