2020 INTEGRATED REPORT MAKING PROGRESS BECOME REALITY 1 In 2020, • we demonstrated Bouygues group just how agile, overview resilient and Who we are, our business model and our 2020 results responsible we are p. 2-11 as a group. 2 In 2021, we will • invest to strengthen Our ecosystem its business segments The macrotrends affecting our businesses, our dialogue with our stakeholders and our CSR challenges and accelerate p. 12-17 their growth. 3 • MARTIN BOUYGUES the most effective governance. The arrival of a new Chairman of the Board generation of senior executives, acknowledged for The strategy of the Group their professional skills, trained within the Group and perfectly familiar with its culture, is entirely consistent and of its business segments How do you view the health crisis we have with the tradition at Bouygues which, since its been living through for the past year? foundation, has always chosen its leaders from Our long-term strategies for growing our business and The terrible human and economic toll of the Covid-19 within the Group in order to secure its future. reducing our carbon footprint and that of our customers pandemic has focused minds on the fact that Bouygues has set ambitious targets p. 18-35 globalisation is just as much a risk as it is an opportunity. Although vaccines are expected to offer a route out of for reducing its CO2 emissions. the crisis in the coming months, building back without What is the thinking behind this pledge? addressing the fundamental problems that make 4 modern society vulnerable to such events would be We cannot vaccinate against the climate crisis, a reckless act. Tackling these root causes is especially the effects of which are becoming more obvious • important if we want to restore trust and foster hope as each year passes. Through our sustainable for a better world. development strategy, which dates back 15 years,

Our pledges Interview we have honed our expertise and moved into new lines of business that are more consistent with How would you sum up 2020 Our pledges: promote each employee’s career the environmental challenges facing the planet. development, develop sustainable solutions, simplify for the Bouygues group? We fi rmly believe that the transition to a low-carbon everyday life and help build harmonious communities Last year, we demonstrated just how agile, resilient economy presents an unprecedented opportunity and responsible we are as a group. We wasted no for all our business segments. Bouygues is at its best p. 36-53 time in shifting to new ways of working and rolling out in times of great challenge. This pledge will both stringent health and safety measures to keep everyone motivate and inspire the creativity of our people. safe – our employees, customers, partners and 5 subcontractors alike. And in France, our construction What will 2021 hold? • sites gradually reopened from mid-April, even before Although we hope the world will gradually emerge the end of the fi rst national lockdown. from the shadow of the pandemic in 2021, its effects will continue to be felt throughout the year. Our governance Business picked up quickly again in the second half of Relying on a particularly strong fi nancial position, the year, which meant we were able to limit the impact Our Board of Directors and senior management team, the Group will invest to strengthen its business of the crisis on Group sales and earnings. Our resilience segments and accelerate their growth. For instance, and our approach to ethics, compliance and risk management can be attributed to our dedicated workforce, Bouygues Telecom will roll out its “Ambition 2026” p. 54-63 our robust fi nancial structure, and to the fact that strategic plan and TF1 will grow Newen’s activity. our business segments all meet people’s vital needs, The prospects for our construction businesses are also and the health crisis is not going to change that. bright, both in France and internationally – especially SEE OUR KEY INDICATORS ON P. 64 in low-carbon construction. Do the changes to the Group’s governance mark the start of a new chapter? We will also step up our efforts to protect health The Bouygues group will soon celebrate its and well-being in the workplace, encourage gender dare Climate In the Vosges du Nord nature reserve, 70th birthday. It has been forged by a strong and balance, roll out our Climate strategy and safeguard progress these new cycle paths will take both cyclists distinctive culture and has only had two Chairmen biodiversity. and pedestrians across the border between and CEOs since its foundation. To meet the challenges France and Germany. Since helping our employees This logo signals what the Bouygues group we face, whether economic, climate-related, social Date of interview: develop their careers is one is doing to preserve resources and protect ON FRONT PAGE: or digital, we wanted to ensure that Bouygues has 17 February 2021 of the Group’s core pledges, the climate in keeping with its pledge France’s fi rst fl oating solar farm O’mega1 at Piolenc and the biggest in Europe. this visual indicates the initiatives to reduce its carbon emissions at a pace Its 50,000 photovoltaic panels will reduce BOUYGUES • 2020 INTEGRATED REPORT • 1 which allow their talents to fl ourish. consistent with the Paris Agreement. emissions by 1,096 tonnes of CO2 per year. Climate

In 2020, close to 800 Group employees in eight countries attended “La Fresque du Climat”. These were fun and informative workshops on climate-related themes, where they learned about the causes and mechanisms behind climate change and the implications of human activity for health, the planet and the environment. This one took place at Challenger, the headquarters of Bouygues Construction 1 in Saint-Quentin-en-Yvelines, France. BOUYGUES GROUP OVERVIEW

Bouygues is a diversifi ed services group operating in strong growth potential markets. Present in over 80 countries, the Group draws on the expertise of its people and on the diversity of its business activities to provide innovative solutions that meet essential needs.

2 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 3 Bouygues group overview

WHO WE ARE

Backed by a shared culture, our fi ve business segments embody four strengths that shape the identity of our unique Group.

OUR GROUP OUR BUSINESS SEGMENTS OUR STRENGTHS THE FUNDAMENTALS OF OUR CULTURE Key fi gures at 31 December 2020

It is the Bouygues CONSTRUCTION BUSINESSES Dedicated group’s fi rmly-held employees Respect belief that meeting Respect is a key value for the Group because essential day-to-day Bouygues employees bring an unparalleled sense it fosters dedication and cohesion among of dedication, passion and duty to their responsibilities. employees. It shines through every day in our needs with an ethical staff’s exemplary conduct, their commitment Drawing on a strong Group culture, they openly embrace and responsible attitude 100%a 100%a 96.8%a to keeping their word and to ethical behaviour, challenge and adhere to high standards of quality for the and in the care they take to ensure everyone’s helps drive improvement benefi t of customers, both individually and as part of a team. safety. For Bouygues, each and every person for society as a whole. 115,055 €26,208m is important. Employees Sales

What we do High value-added products and services Trust Make life better every day MEDIA Trust is essential to the running of Bouygues, for as many people The Bouygues group’s business segments put their technical since its business segments enjoy a large amount of freedom in conducting business as possible expertise, experience and capacity for innovation to work and managing operations. Closely related for their customers. They stand out from the competition to respect, trust promotes job satisfaction by offering comprehensive, high value-added solutions and effi ciency among employees. 43.7%a in complex infrastructure and sustainable construction. 3,697 €2,082m Employees Sales Spans the entire value chain 2020 KEY FIGURES Creativity TELECOMS The Group’s business segments adhere to high Creativity is what drives the Group towards standards of operational excellence and effi ciency ever greater innovation, leading to innovative solutions that meet our customers’ expectations 129,000 to span the entire value chain. They have become employees and help our business segments maintain skilled in incorporating the best internal and external their competitive edge. In addition, creativity worldwide expertise, delivering customised solutions and enriches our employees’ work and galvanises 90.5%a maintaining direct contact with their customers. motivation, commitment and sense of initiative. €34.7bn 9,550 €6,438m Employees Sales Sales A selective long-term Imparting expertise presence worldwide Bouygues’ success depends on the skills and expertise of its people. Learning, developing In addition to its strong presence in France, and imparting expertise are what drive relations 3 sectors of activity Equity stake: Bouygues has pursued a long-term and selective between our people. They also strengthen intergenerational bonds, promote job satisfaction business segments b expansion into international markets. It has done so by 5 8% and allow employees to develop their talents. taking advantage of only those growth opportunities that meet its risk-management standards. (a) Proportion of share capital held by Bouygues SA. (b) Proportion of share capital held by Bouygues SA at 31 December 2020. At 31 January 2021 it was 6.35%. 81 countries

4 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 5 Bouygues group overview

GROUP KEY FIGURES IN 2020 Construction businesses continue to grow internationally

80countries 54% 62% host the Group’s of the headcount of the backlog at People are at the heart of the Bouygues group construction businesses of the construction Bouygues Construction and businesses is outside France Colas is in international markets N°1 64% 84% 19.5% The CAC 40 company of the subsidiaries Turnout in workplace Women managers SALES AND HEADCOUNT with the highest level of outside France have elections in France in the Group OF THE CONSTRUCTION BUSINESSES BY REGION employee share ownership an offi cial employee (up 0.3 points)a (20.3% of the share capital) representative body

53,251 24,099 € €12.1bn 6.4bn

Robust fi nancial performance 9,471 €4.2bn €34,694m €1,222m €696m Sales Current operating profi t Net profi t attributable to the Group 11,618 €1bn 16,616 € m € m 1,202 1,981 €2.5bn Free cash fl ow after WCRb Net debt

France Europe (excl. France) Asia – Pacifi c Africa – Middle East Americas

Strong environmental performance A socially-responsible Group MAIN SRI INDICES € m a A- Top 5 AA Euronext Vigeo Eurozone 152 989 The Group’s score The Group’s position in Rating given by 120 and Europe 120, donated to patronage students awarded a grant by in the CDP’s Climate the Heavy Construction sector the extra-fi nancial FTSE4Good, CDP – Climate, and sponsoring the Francis Bouygues Foundation Change 2020 list ranking of 26 European fi rms rating agency MSCI MSCI Europe ESG Leaders (of which 462 have graduated)

(a) Versus 2019. (a) Since the launch of the Francis Bouygues Foundation in 2005. (b) Excluding 5G frequencies.

6 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 7 Bouygues group overview

OUR BUSINESS MODEL

The Bouygues group’s business model is based on a sustainable use of natural resources and the decarbonisation of its three sectors of activity. Its resilience ensures a long-term future for the Group whilst creating value for its stakeholders.

OUR RESOURCES HOW WE CREATE VALUE At 31 December 2020 OUR MACROTRENDS At 31 December 2020

HUMAN CAPITAL OUR CUSTOMERS • 129,000 employees • • Diversity and depth of expertise across the Group’s €34.7bn in sales • fi ve business segments Construction businesses: €33.1bn of backlog Population The climate Digital Changing • • Corporate universities providing staff training TF1: 74 of the top 100 audience rating growth, emergency and technological customer behaviour • Bouygues Telecom: 25 millionh customers urbanisation and extinction transformation and transport of biodiversity ECONOMIC AND FINANCIAL CAPITAL • A stable ownership structure OUR PEOPLE • A strong fi nancial structure • • Recurrent free cash fl ow generation 75% of sales €6,256m in payroll expenses a • 52,000 employee-shareholders (€0.8 billion per year ) A developer, builder and operator of integrated BU • 21.1% of executive body positions occupied by womeni SI solutions for the construction of complex N • j E buildings and infrastructure 100% of employees worldwide covered by BYCare • 80,165 employees trained NATURAL CAPITAL > The fi fth-largest construction group in the worldf • 84% turnout in workplace elections in France • A Climate strategy to reduce the Group’s carbon • Top Employer certifi cationk awarded to all footprint business segments • Circular economy initiatives, which are sources of environmental and economic benefi ts • Biodiversity protection policies • 94% of Bouygues Construction’s sales covered Make life THE FINANCIAL COMMUNITY by ISO 14001 certifi cationb WHAT better every day • €687m in dividends paid out WE DO: • 5.1% dividend yield for as many 19% of sales PRODUCTIVE CAPITAL • €1.83 in net profi t per share people A leading provider of mobile • Group: 6% of sales and fi xed connectivity solutions c as possible ▪ €1.6bn in net capital expenditure France’s leading TV media group, in France, serving the BtoB • spanning the entire value chain and BtoC markets Construction businesses: OUR SUPPLIERS AND SUBCONTRACTORS ▪ A global footprint: over 40,000 Bouygues Construction (production, broadcasting > Bouygues Telecom is ranked and digital) worksites worldwide, plus Colas’ network of 800 profi t second in France for the quality • €22,924 m in procurement spend with suppliers e of its mobile networkg centres and 3,000 materials production units (quarries, > 32.4% share of target audience and subcontractors asphalt mixing and ready-mix concrete plants, • 42.5% of business-segment spend subject a bitumen production plant) to CSR assessmentsl ▪ Colas: 2.7 billion tonnes of authorised aggregate reservesd ▪ Colas’ Campus for Science and Techniques: the leading private road construction research centre in the world CIVIL SOCIETY (100 engineering design offi ces and 50 laboratories in France and worldwide) • €2,808m paid in taxes and levies • Media: OUR PLEDGES • €152m distributed to communities ▪ 7 production studios owned by TF1 • Over 20 academic partnerships in France and abroad • • Telecom: 989 grant-holders supported by the Francis Bouygues Foundation since its creation in 2005 ▪ 21,000 mobile sites and a diverse portfolio of frequencies

(g) Arcep (French telecoms regulator) survey of the quality of mobile services, 2020. (a) Average over the period 2016–2020. Promote each Develop sustainable Simplify Help build (h) Includes 2.1m customers from EIT. (b) Environmental Management System. employee’s career solutions with and everyday life harmonious (i) Executive Committees or equivalent of senior management teams (c) Excluding cost of 5G frequencies for €608 million, in the Group’s fi ve business segments and in Bouygues SA. of which €6 million of spectrum clearing costs. development for our customers communities (j) A programme guaranteeing a core of employee benefi ts across all Group companies (d) Colas share; also Colas’ share of an additional 1.3 billion tonnes of potential reserves. worldwide, based on best practice in every country where Bouygues does business. (e) Médiamétrie – Target audience: women under 50 who are purchasing decision-makers. (k) A Top Employers Institute certifi cation programme that supports organisations (f) Based on international sales excluding country of origin in reviewing and improving their working environment. (ENR Top 250 International Contractors, August 2020). (l) Concerns targetable expenditure. 8 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 9 Bouygues group overview 2020 Full-year results

2020 results refl ect the Group’s resilience during the Covid-19 crisis, with a return to signifi cant profi tability in the second half. VALUE CREATION AND FINANCIAL 2020 targets were achieved or exceeded. The backlog in the construction businesses the concerted efforts made by the business of the pandemic. Free cash fl owe generation RESULTS IN 2020 reached a record level of €33.1 billion segments to organize a rapid restart and remained robust, at €725 million in 2020, at end-2020, providing good visibility make up the shortfall in activity, in compliance in a context where the Group maintained on future activity. TF1’s audience share with health regulations. Current operating its investment momentum to accelerate remained at a high level, at 32.4% of profi t was €1,222 million, down €454 million growth in the coming years (stable net The redistribution of the fi nancial fl ows generated by the Bouygues group has a women under 50 who are purchasing versus 2019, and current operating capex versus 2019 at €1.6 billionf). positive impact on regional economic development and appeal. Investing in the Group’s decision-makers, and its share increased margin for the year stood at 3.5%. Working capital requirements improved among individuals aged 25 to 49. Group profi tability improved substantially substantially over the period as a result of future growth contributes to sustaining this positive impact. Bouygues Telecom maintained good in second-half 2020 as a result of the rapid measures taken by the business segments. commercial momentum over the year, rebound in activity and the adaptation Lastly, the Group has a very robust fi nancial gaining 606,000 new mobile plana measures taken by the business segments. structure and liquidity. Net debt was customers and adding 604,000 new Net profi t attributable to the Group was at a low level of €2 billion at end-2020, FTTHb customers. €696 million versus €1,184 million in 2019. with net gearingg reaching a record low of 17%. Sales were €34.7 billion, a limited 9% decrease In 2020, the Group generated free versus 2019, after a 15% year-on-year drop cash fl ow after WCRc of €1,202 million, Financial fl ows generated by the Group in 2020 in fi rst-half 2020. This performance refl ects substantially more than in 2019d in spite € million

FINANCIAL RATINGS 31 December 2020 CAPITAL INCREASE/ Suppliers, service providers and subcontractors REDUCTION 22,924c LONG-TERM OUTLOOK 37 Employees 6,256 Standard & Poor’s A- Negative State and local authorities FLOWS REDISTRIBUTED 2,808d TO STAKEHOLDERS Moody’s A3 Stable Shareholders 32,994 687e Banks 167f Communities 152g Outlook for 2021 SALES 35,375a 34,694 The outlook given below assumes that there will be no further deterioration due to the health crisis.

h Net capital expenditureb TF1 will benefi t from a strong and diversifi ed programming • an increase in EBITDA after Leases (including EIT) of around schedule in 2021, which includes drama, entertainment and the 5% linked to higher expenditures related to growth acceleration NET INVESTMENTb 1,699 Euro 2021 soccer tournament. In a macroeconomic and health in fi xed and the improvement in mobile network capacity; 2,640 Financial investment context that remains uncertain, TF1 will leverage its adaptability to: 941 • net capex of €1.3 billion (excluding 5G frequencies) in order • manage as best as possible the impact of economic fl uctuations to keep pace with the growth in the mobile and fi xed customer on Broadcasting; base and in usage. DISPOSAL OF • grow Newen’s activity on international markets, by generating The “Ambition 2026” plan targets are detailed on page 35 of FINANCIAL ASSETS a signifi cant share of its 2021 sales outside France and with the h this report. 644 241 platforms, by increasing its backlog with pure players; and Reduction in net debt • refocus the Unify division, strengthening its brands and Relying on a particularly strong fi nancial position, the Group will generating synergies to boost sales and achieve a positive invest in 2021 to strengthen its business segments and accelerate current operating margin in 2021. their growth over the next few years. In 2021, the Group’s sales and earnings should be well above those of 2020, although without In 2021, Bouygues Telecom will roll out the fi rst stage of its strategic reaching those of 2019. In 2022, Group current operating profi t plan “Ambition 2026”, accelerating growth in FTTH and in should return to the same level of 2019 or be slightly higher. the mobile segment by integrating EIT. It expects: • organic growth in sales from services estimated at around 5% despite the continued restrictions on travel related to the pandemic, which are having a signifi cant impact on roaming usage;

(a) In addition to the fi nancial fl ows redistributed to stakeholders, net investment (a) Excluding MtoM and EIT. (f) Excluding the cost of 5G frequencies for €608 million, which includes spectrum clearing and the reduction in net debt, this fi gure also includes a negative amount of costs of €6 million. €500 million relating to (i) the difference between income tax owed and income (b) Fibre-To-The-Home. tax paid, (ii) the change in the working capital requirement, and (iii) other items. (c) Free cash fl ow after WCR: net cash fl ow (determined after (i) cost of net debt, (ii) interest (g) Net debt/shareholders’ equity. (b) Includes the fi rst instalment for 5G frequencies of €87 million. expense on lease obligations and (iii) income taxes paid), minus net capital expenditure (h) Current operating profi t after taking account of the interest expense on lease and repayments of lease obligations. It is calculated after changes in working capital obligations, before (i) net charges for depreciation, amortization and impairment losses (c) Purchases and other external expenditure. requirements (WCR) related to operating activities and excluding 5G frequencies. on property, plant and equipment and intangible assets, (ii) net charges to provisions and (d) Income tax, social security contributions and other taxes. (d) €815 million excluding Alstom dividend of €341 million in 2019. other impairment losses and (iii) effects of acquisitions of control or losses of control. (e) 2019 dividends paid in 2020, of which €81 million paid to employees. (e) Free cash fl ow: net cash fl ow (determined after (i) cost of net debt, (ii) interest (f) Cost of debt and other charges. expense on lease obligations and (iii) income taxes paid), minus net capital expenditure FIND OUT MORE (g) Donations, patronage and sponsorship. and repayments of lease obligations. It is calculated before changes in working capital (h) After changes in the working capital requirement (WCR) and currency effects. > Universal Registration document (Chapter 3 SEFP) requirements (WCR) related to operating activities and excluding 5G frequencies.

10 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 11 Climate

The new 15-MWp solar farm in Curbans (southern France) is located on the site of a disused quarry. It will generate the annual average power equivalent of 5,000 homes and avoid

1,041 tonnes of CO2 emissions each year.

2 OUR ECOSYSTEM

The Bouygues group has pinpointed four macrotrends that have a signifi cant impact on its activities. By focusing on these trends and maintaining regular contact with its stakeholders, it is in a better position to seize growth opportunities in a rapidly changing world.

12 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 13 Our ecosystem POPULATION GROWTH, THE CLIMATE EMERGENCY URBANISATION AND TRANSPORT AND EXTINCTION OF BIODIVERSITY

In 2050, the world’s population People the world over are feeling the effects of the climate MACROTRENDS THAT will reach 9.7 billion individuals, 68% of whom emergency and pollution – from an increase in extreme will be living in urban environments weather events, to biodiversity loss and more. The burning of and 16% will be aged over 60a. fossil fuels is partly to blame. At a time when close to 80% of PROVIDE OPPORTUNITIES An ageing population – especially in Europe, the energy we use worldwide still comes from fossil sources,

China and Japan – and mass urbanisation and when CO2 makes up 75% of greenhouse gas emissions, will alter patterns of consumption and affect there is a pressing need to reduce the use of raw materials Bouygues has identifi ed four macrotrends with the potential to affect its activities. demand for transport. – especially hydrocarbons – and to cut energy consumption, while remaining mindful of the social ramifi cations of these Since these trends are interdependent, the Group is taking a holistic approach and adapting changes. In order to stabilise atmospheric concentrations its products and services to deliver sustainable solutions to the societal challenges of today. RELATED OPPORTUNITIES FOR BOUYGUES: of CO2, we will need to halve global greenhouse gas emissions by 2030. • Modular and reversible buildings and housing, which adapt more easily to occupants’ changing needs RELATED OPPORTUNITIES FOR BOUYGUES: • Public transport and soft mobility infrastructure, • Low-carbon products and services and buildings that include electro-mobility solutions • Climate change adaptation solutions and limiting • Modular construction the loss of greenfi eld sites (pollution, etc.) • Urban renovation that emphasises health (including • Development and use of bio-based materials air quality), architectural heritage, inclusiveness and accessibility • Energy effi ciency and renewable energy production solutions

FABRICE BONNIFET Sustainable Development & Quality Safety Environment Director for the Bouygues group

The climate emergency and biodiversity The Covid-19 pandemic has only loss, coupled with urban population accelerated this shift, with green stimulus growth and digitisation, are prompting plans – in France, Europe and beyond – a shift in lifestyles and consumer behaviour. placing the environment fi rmly on the Likewise, the expectations of our public agenda. The crisis is also exerting stakeholders – especially our customers – mounting pressure on central and local are changing. government fi nances, forcing them to seek new avenues of funding for Businesses are stepping up efforts their projects. to reduce their greenhouse gas emissions and we are seeing a transition in the energy The current context gives us renewed mixes of countries towards renewable confi dence in our business model: energy. At the same time, sustainability that of meeting essential needs for is becoming an increasingly important housing, transportation, communication, factor in users’ buying decisions. information and entertainment. At Bouygues, we see the transition DIGITAL AND TECHNOLOGICAL CHANGING CUSTOMER to a low-carbon economy as a source of TRANSFORMATION BEHAVIOUR opportunity. In recent years, we have been adjusting our products and services with Digital technologies are profoundly altering the way we live Customer expectations and purchasing a clear aim in mind: to help our customers and work. For instance, the roll-out of 5G will make industrial practices are shifting under the combined effect reduce their CO emissions. 2 processes more effi cient and open new opportunities of natural-resource pressures, urbanisation for simplifying everyday life. and the growth of digital services.

EMERGING CHALLENGES FOR BOUYGUES RELATED OPPORTUNITIES FOR BOUYGUES: RELATED OPPORTUNITIES FOR BOUYGUES: • The circular economy, raw materials and waste management • Boosting of the customer experience • Solutions based on circular-economy principles: • Adjustment to climate change reduce, recover, repurpose, reuse, recycle and repair • Solutions for streamlining and optimising the fl ow • Impact of digital technology and its integration into products and services of data, people, etc. • Products and services geared towards access rather than ownership • New uses and adaptability of business models • Offerings that deliver seamless access to information, • Skills and employability entertainment and services on the move • Greater emphasis on co-design through collaborative platforms • Opportunities to create new activities made These challenges are refl ected in the Group’s materiality matrix (see p. 17) possible by new technologies (AI, IoT,b etc.) • Custom-developed products and services and in its Universal Registration Documenta.

(a) Source: UN (2019). FIND OUT MORE (b) Internet of Things (connected objects). (a) Published on bouygues.com on 18 March 2021. > Chapters 3 and 4 of this report

14 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 15 Our ecosystem

LISTENING TO Our main CSR challenges Updated in 2019, the Bouygues group’s materiality matrixa ranks the Group’s main CSR challenges based on their importance for external OUR STAKEHOLDERS and internal stakeholders and their impact on its business operations. In this report, Bouygues provides its tangible responses to meet the main expectations expressed by its stakeholders, most notably: Dialogue with internal and external stakeholders serves as an important source of input • Business ethics: Bouygues undertakes to comply with the strictest • Quality of customer and user experience: Bouygues offers when examining strategic options and identifying priority CSR challenges. It also fosters standards when doing business (see p. 60 to 61). customers and users a simplifi ed and enjoyable experience the creativity of Bouygues’ teams and helps the Group to future-proof its business model. • Climate risk: the Group has identifi ed the impacts of climate (see p. 42 to 49). change on its business operations and has responded • Health & safety and quality of life at work: health & safety with a comprehensive, coherent strategy (see p. 24 to 31). is among the Group’s highest priorities. Another is keeping up with its employees’ changing needs (see p. 38 to 41).

BOUYGUES GROUP’S MATERIALITY MATRIX 1 Business ethics, respect for Human rights and compliance

2 Climate risk

3 3 Quality of customer and user experience

4 Health and safety, and quality of life at work

5 The circular economy, raw materials CUSTOMERS SUPPLIERS AND and waste management* Public and private sector customers, SUBCONTRACTORS 1 16 * 13 6 Water retail customers, infrastructure Industrial partners, large groups, and service users, etc. 7 Adjustment to climate change* intermediate-size businesses, 18 10 * SMEs and start-ups 8 Responsible purchasing and relations How we dialogue: Customer relations * 4 9 11 2 with economic partners team, satisfaction surveys, Customer How we dialogue: contractual relations, 5 committees, collaborative platforms, CSR-performance assessments, * 9 Innovation capacity external social media, blogs and co-innovation and co-development 10 Impact of digital technology and its integration 6 12 and trade fairs partnerships into products and services* Flagship initiatives: p. 42 to 53 Flagship initiatives: p. 22 to 23 and 42 to 53 11 New uses and adaptability of business models* • Bouygues Telecom’s Customer Committee 17 WORKFORCE • Publication of the Bouygues Construction • TF1: the highest-ranked French entry circular economy purchasing guide 8 14 12 Health impact of products and servicess in the Top 50 best connected brandsa Employees, trade unions, talents • Partnership with NextEnergy, 7 13 Use of personal data and cybersecurity * 15 How we dialogue: employee consultation a US start-up developing transparent photovoltaic coatings 14 Local presence and the socio-economic bodies in operations worldwide, development of regions an extranet site dedicated to career development at Bouygues, in-house STAKEHOLDERS EXTERNAL OF EXPECTATIONS 15 Environmental impact of business activities social media, annual appraisals, 16 Skills and employability* employee perception surveys 17 Diversity, equality and social cohesion and more besides. 18 Employee dedication and intrapreneurship Flagship initiatives: p. 38 to 41 • 159 collective bargaining agreements IMPACT ON GROUP’S OPERATIONS across the Group (France and abroad), new and renewed Challenges marked with an asterisk (*) are those whose impact is set to increase in the coming years. • In-house virtual events held by all business segments during the Covid-19 lockdown FINANCIAL COMMUNITY CIVIL SOCIETY Bouygues’ contribution to sustainable development goals Shareholders and investors, banks, Citizens, local residents, charities analysts and rating agencies and NGOs, academia and science, public authorities and the media How we dialogue: tailored presentations, It is Bouygues’ policy to help attain the UN Sustainable meetings, investor conferences and How we dialogue: charitable foundations, Development Goals (SDG), with a focus on these fi ve, roadshows, AGMs, regulated literature, conferences, partnerships with NGOs, which are tightly connected with its core businesses. business reports and answering questions community and skills patronage, active from fi nancial and extra-fi nancial engagement in research and education, rating agencies participation in think tanks and non-profi t organisations Flagship initiatives: p. 10 to 11 and p. 18 to 35 BOUYGUES.COM • First Group Climate Markets Day event Flagship initiatives: p. 22 to 23 and p. 42 to 53 > Materiality matrix (methodology) FIND OUT MORE held on 16 December 2020 • Roll-out of Com’in, an app that keeps local Scan this QR code > bouygues.com > Universal Registration document, • 570 investors met with management residents informed about nearby construction (app and internet connection required) Chapter 3 SEFP or the Investor Relations team in 2020 sites and gathers their feedback • Creation of the “Smart City and the Common Good” chair in partnership (a) System used to identify and prioritise CSR challenges in line with stakeholder expectations and the impacts on the Group’s business segments. Responses to all material issues (a) Source: BAV 2019 Top 50 awards. with HEC Paris for the Group, along with a methodological note on our materiality matrix, can be found in the Universal Registration Document (published at bouygues.com on 18 March 2021).

16 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 17 Climate

Intended as a solution to resource scarcity, the Bouygues group teamed up with Suez to design and build the ABC (Autonomous Building for Citizens) demonstrator in Grenoble. ABC is aiming for water and energy self-suffi ciency, as well-planned waste management in residential construction projects, where the occupants are the focus of considerations. 3 THE STRATEGY OF THE GROUP AND OF ITS BUSINESS SEGMENTS

The Bouygues group and its business segments roll out long-term strategies aimed at seizing the growth opportunities related to the macrotrends in their eco-system and at reducing their carbon footprint.

18 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 19 The strategy of the Group and of its business segments

GROUP STRATEGY Two core shareholders

The Bouygues group aims to create value over the long term and share it Bouygues’ ownership structure is based GROUP OWNERSHIP STRUCTURE on two long-standing core shareholders: at 31 December 2020 with its stakeholders. It has defi ned a strategic framework through which its business • SCDM, a company controlled by Martin and Olivier Bouygues; and segments roll out their operational strategies in order to fulfi l the Group’s mission, Main shareholders Voting rights • its employees, through a number 380,759,842 shares 514,767,427 voting rights which is to make life better for as many people as possible every day. of dedicated mutual funds. At 31 December 2020, 52,000 employees 22.4% owned shares in the Group, making 26% 29.5% Bouygues the CAC 40 company 35.2% with the highest level of employee The virtuous circle of the Group’s strategy share ownership. For half a century, the Group has been offering innovative, 20.3% long-term mechanisms for employee share ownership. 17.1% 27.4% Creating value over the long term 22.1% and sharing it with stakeholders SCDM a Employees Other French shareholders (a) SCDM is a company controlled Foreign shareholders by Martin and Olivier Bouygues.

Growing the Group and sharing value Dividend policy forms part of a long-term strategy

DIVIDEND PER SHARE 1.7 1.7 1.7a 1.7b A strong (€) 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 fi nancial 1.5 structure 1.2 0.9 0.75 Businesses that provide Recurrent 0.5 0.36 0.36 0.36 growth over the long term free cash fl ow and diversifi cation of activities generation

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

A stable ownership structure that secures the long-term vision (a) Approved by the Annual General Meeting of 4 September 2020. (b) To be proposed to the Annual General Meeting of 22 April 2021.

DIVIDEND YIELDa

5.4% 5.1% The Bouygues group’s business segments These features help Bouygues generate the Group’s construction businesses 4.7% 4.4% 4.5% drive growth over the long term free cash fl ow over the long term. tie up a small amount of capital and 3.9% because they meet essential needs for The value created can then be reinvested generate a high level of cash. As a result, housing, transportation, communication, to grow the Group and shared with gearing, corresponding to net debt over information and entertainment. its stakeholders. shareholders’ equity, stood at 17% at Furthermore, their diversity helps to end-2020. Bouygues also strives to maintain cushion the impact of the less positive a robust fi nancial structure in order to This entire strategy can be rolled out business cycles. In 2020, the Group ensure its independence and preserve over the long term thanks to the stability proved how resilient it is during the its model over time. For example, of Bouygues’ ownership structure. health crisis. (a) Divided per share relative to the closing price 2015 2016 2017 2018 2019 2020 of the previous year.

20 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 21 The strategy of the Group and of its business segments RESEARCH AND EMPLOYEE-LED DEVELOPMENT INNOVATION GOALS > to improve GOALS > to share best practices and develop new products and contribute to continuous A STRATEGY OF INNOVATION improvement FOR THE BENEFIT OF USERS PARTNERSHIPS MINORITY INTERESTS GOALS > to co-develop IN START-UPS new products and services Six sources GOALS > to identify new Bouygues’ strategy Diverse business activities that confer • Finally, blockchaina, by making fl ows and to enhance existing technologies and new business unique strength more secure, will facilitate the creation products and services through of innovation models early on, enhance in the fi eld of innovation The diversity of the Group’s business of new services by simplifying transaction a broad range of partnerships existing products and services is based on delivering segments unlocks synergies when working processes. For instance, it is currently and draw inspiration from on cross-disciplinary themes that aim being used to ensure more secure, agile working methods services that provide real to address a variety of future services. transparent and faster signing of complex contracts. benefi ts to users. The aim This unique structure is an advantage that bolsters the Group’s competitive position. is to make the daily lives A hallmark of this structure is the cross-entity A rich ecosystem of partners coordination of experts from each To boost its innovation potential, ACQUISITION OF COMPANIES INTRAPRENEURSHIP of the Group’s customers, of the business segments when working Bouygues can call on its vast global partners and employees on themes that require this. This results ecosystem, spanning over 80 countries GOALS > to develop and expand GOALS > to develop new ground-breaking in the faster development of new and bringing together internal the business segments’ activities activities as well as complementary simpler. It is also to technologies such as artifi cial intelligence and external partners. with new technologies and innovative products and services improve the Group’s and of complex products and services business models such as those related to smart cities. • Two technology intelligence offi ces productivity and boost (Winnovation in San Francisco stakeholder satisfaction Four promising technologies and Bouygues Asia in Tokyo) Bouygues has pinpointed four technologies • Partnerships with the best universities by creating sustainable that have an impact on its activities: worldwide such as MITb solutions. • Active dialogue with over 1,300 start-ups • Artifi cial intelligence (AI) • Investments in promising start-ups through can provide effective decision-support to fi ve institutional funds run by the Groupc many of the Group’s business segments. • Participation in forward-looking, For instance, by analysing physical data innovative initiatives such as Futura Mobility, from a site, as well as regulations and which brings together companies environmental factors, AI can optimise operating along the mobility value chain, the building potential of land and facilitate and Impact AI, a think-and-action tank interaction between the stakeholders that investigates the ethical and societal in a property development project issues posed by artifi cial intelligence and (developers, architects, consultancy sponsors innovative, difference-making fi rms and local authorities). projects.

• The Internet of Things, combined with This structure is fertile ground for generating Big Data, can harvest and analyse data fresh ideas and developing new types on an enormous scale for the predictive of business. identifi cation of high-risk areas on road networks through the analysis of vehicle Climate surfaces such as bitumen that absorb Positive-energy mixed-use property behaviour. the sun’s rays and heat up the air. developments via blockchain To reduce this impact, Colas is developing technologya • With virtual and augmented reality, plant-based binders drawing on the In the Sollys project, in the Lyon Confl uence it is possible to interact in real time with principles of green chemistry. These can (a) A data transmission and storage technology. neighbourhood, 12 buildings have been digital elements that have been added It is a decentralised system that offers high levels be used to produce aesthetically-pleasing designed to be self-suffi cient in energy. to a live view. For example, brands can of transparency and security. Users connected DECARBONISED AND CONNECTED light-coloured ground surfaces and thus The energy they produce using photovoltaic to a network can share data without the need reduce the temperature in towns and cities. insert advertising into a television show for a central counterparty. URBAN ENVIRONMENTS solar panels, a cogeneration heating plant without interrupting it. With BIM (Building (b) Massachusetts Institute of Technology and from geothermal sources is distributed Information Modelling), 3D can be used to in Cambridge, US. The Bouygues group’s fi ve business Green hydrogen to store in real time between users in the different represent a whole range of data used in (c) Construction Venture at Bouygues Construction, segments are innovating to make urban renewable energies buildings. The system is backed Colas Innovation Board (CIB), Bouygues Immobilier environments smarter, more vibrant, the design and construction of a structure Research and Development (BIRD), One Innovation Bouygues Energies & Services has by blockchain technology. and simulate its behaviour. at TF1 and Bouygues Telecom Initiatives. collaborative and eco-friendly, teamed up with its partner PowiDian to in order to make life better. (a) A data transmission and storage technology. address one of the challenges posed by It is a decentralised system that offers high levels renewable energies – how to store them. of transparency and security. Users connected to Plant-based binders to combat The solutions they are developing enable a network can share data without the need for a central counterparty. urban heat islands this energy to be stored in the form of Temperatures in urban environments are green hydrogen produced by electrolysis. VIDEO (in French only) often higher than in their surrounding areas When required, the energy can > Green hydrogen or in the countryside. This phenomenon, then be supplied from a fuel cell. Scan this QR code called the “urban heat island” effect, Such an innovation can ensure a stream (app and internet is partly caused by dark-coloured ground of reliable and clean energy. connection required)

22 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 23 Climate The strategy of the Group and of its business segments

OUR CLIMATE STRATEGY Reducing our carbon footprint

a For scopes 1, 2 and 3a , Bouygues’ carbon footprint was 15.9 million tonnes of CO2 equivalent in 2020. Most emissions are attributable to purchases by the Group and to the energy consumption of worksites and other installations. The construction businesses account In response to the climate emergency, Bouygues is making a tangible for a decisive part of this result. pledge to reduce its carbon footprint and that of its customers. The Group and each of its business segments will manage the Climate strategy and its objectives with a specifi c governance structure The Group has adopted a Climate strategy and set targets for reducing its and regular monitoring by Bouygues’ Ethics, CSR and Patronage Committee and Board of Directors (see p. 57 for more). greenhouse gas emissions by 2030 at a pace consistent with the Paris Agreementa.

OUR CARBON FOOTPRINT

Greenhouse gas emissions Greenhouse gas emissions by sector of activity (scopes 1, 2 and 3aa) by source

4.4% 1.4% 2.7% 2.2% 6.2%

7.2% Materials and equipment Energyb Construction OLIVIER ROUSSAT Transport of goods Telecoms 15% Chief Executive Offi cer, Investments and fi xed assets Media Bouygues group Waste Business travel 94.2% 66.7%

Is Bouygues’ commitment to So, while reducing emissions linked the climate a recent development? to our purchases and other upstream operations is vital, we also recognise that Around 15 years ago, the Group initiated downstream sources – the customers its decarbonisation strategy by focusing and users of our products, services on offering low-carbon solutions to and infrastructure – are often more its customers. For instance, we were emissions-intensive. amongst the fi rst to design positive-energy OUR 2030 GREENHOUSE GAS EMISSIONS REDUCTION TARGETS buildings and undertake extensive What challenges and opportunities renovations to comply with exacting sustainable construction certifi cations. does your Climate strategy present? But we understand that we need to We are seeing a growing understanding ramp up our efforts if we are to meet the of environmental issues among REFERENCE YEAR SCOPES 1 AND 2 SCOPE 3A SCOPE 3Bc challenges of the climate emergency and our customers. And although the degree demonstrate the strength of commitment of climate awareness still differs from our stakeholders expect from us. country to country, we are certain that Colas 2019 -30% -30% n.a. This is why, towards the end of 2020, the transition to a low-carbon economy we set ourselves ambitious yet realistic will be a fertile source of business targets for reducing our greenhouse opportunities. gas emissions. If we are to capitalise on these opportunities, Bouygues Construction 2019 -40% -30% n.a. we can leverage our already proven What is distinctive techniques, but we will also need to change the way we design, build Bouygues Immobilier 2020 -32% -32% -32% about Bouygues’ approach? and operate in unprecedented ways. First and foremost, our business segments For Bouygues, the low-carbon transition share the same determination to address is a chance to innovate more and go the climate emergency, regardless even further in reshaping our business Bouygues Telecom 2020 -50% -30% -30% of the nature of their operations or models. Our success will depend on our their climate risk exposure. The diversity ability to bring all our stakeholders along of our businesses means we are able on this journey. We also have a strong to offer alternative low-carbon solutions attachment to environmental protection TF1 2019 -30% -30% n.a. and raise awareness of climate change across our workforce, especially among across all levels of society. our younger staff. So our Climate Also, our fi ve business segments strategy will help to instil more sense n.a.: not applicable have pledged to act on both direct of purpose to their work and drive and indirect sources of emissions. employee loyalty.

(a) The Paris Agreement aims to strengthen the global response to the threat of climate change by keeping the average (a) Scope 1 (direct emissions), scope 2 (indirect emissions related to energy, especially the production of electricity and of heat) and scope 3a (other indirect upstream emissions). global temperature rise well below 2° C above pre-industrial levels and by pursuing efforts to limit the temperature (b) Energy consumption (on-site combustion); consumption of electricity, steam, heat or refrigeration; and emissions related to the energy production process. increase to 1.5° C above pre-industrial levels. (c) Scope 3b: other downstream indirect emissions.

24 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 25 Climate The strategy of the Group and of its business segments

Strategy for decarbonising the construction businesses

COLAS COLAS’ DRIVERS

Colas has a large environmental footprint to cut its direct emissions generated by in these segments and forging partnerships • Reduce direct emissions from plant and industrial of low-carbon concrete, in-place recycling of road due to the nature of its business activities. asphalt mixing plants, plant and vehicles; as it seeks to become a leader in multimodal activities: transition to a decarbonised fl eet of machines pavement, the production and use of bio-based Purchases of goods (raw materials, development and promotion of low-carbon transport. It is also present in the renewable and vehicles (biogas, green hydrogen, electricity); materials, and renewable energy generation projects. construction materials, etc.) and services products, techniques and solutions; energy sector, with a particular focus switch to alternative modes of transport (rail freight, essential for its activity (scope 3a) account and contribution to carbon neutrality and on green hydrogen. In addition, Colas is etc.); monitor the idling rate of plant and equipment; • Reduce the greenhouse gas emissions of customer-users: for the majority (over 65%) of the greenhouse the reduction of greenhouse gas emissions continuing to develop products and services equip 50% of its fl eet with on-board data collection deploy solutions for the planning and regulation gas emissions in its carbon footprint. generated by customers and users. to help urban and rural communities systems by 2024; monitor the energy consumption of worksite fl ows in urban environments, and for the By taking action in these areas, Colas mitigate and adapt to climate change, of asphalt mixing plants; decarbonisation of electricity management of mobility fl ows and worksite phasing; Objectives and action plan is aiming for a 30% reduction in direct, including environmental engineering used; use innovation in processes. introduce preventive management of road networks; optimise infrastructure usage; research and develop Coordinated by a Carbon Strategy committee, indirect and induced emissions (scopes 1, and infrastructure maintenance solutions, • Reduce the carbon intensity of products and materials: carbon capture and storage methods. Colas’ Carbon roadmap comprises 2 and 3a) by 2030. as well as alternatives to the loss increase the share of low-carbon binders for roads; 24 pledges monitored by indicators that of greenfi eld sites. increase the share of warm asphalt mixes to 50% by • Raise awareness and train employees. either already exist or are being created. Business opportunities 2030; increase the production of semi-warm and cold Actions are structured around four priorities: The coming years will bring signifi cant asphalt mixes; increase the share of recycled materials integration of climate issues into strategy; growth in rail, shipping and river transport. in asphalt mixes to 18% by 2024; step up the use improvement of energy effi ciency in order Colas is building on its established position

BOUYGUES CONSTRUCTION BOUYGUES CONSTRUCTION’S DRIVERS

Sources upstream and downstream In pursuit of these goals, the company and services. Bouygues Construction’s • Foster a low-carbon mindset in-house: provide training • Reduce the greenhouse gas emissions of infrastructure of its value chain, such as IT installations, is working to reduce the carbon intensity integrated solutions span the entire value in climate issues to all employees (clerical, technical, users: work together with customers on achieving freight transport and purchases of building of its operations, as well as boosting and chain, from decarbonised energy (nuclear, supervisory and managerial staff); include a section the low-carbon transition of operations; develop solutions products and materials, account for over promoting its expertise in order to meet wind, solar and hydrogen), to energy dedicated to carbon in all vetting committees and for the production and distribution of decarbonised 90% of Bouygues Construction’s total the challenges of the energy transition. effi ciency, renovation and rehabilitation, fi nalisation reviews for all Bouygues Construction projects. energy (nuclear, wind, solar and hydrogen), carbon emissions. Aside from the carbon Bouygues Construction is aiming to foster and low-carbon mobility. for the energy effi ciency and sustainability of buildings footprint of its own operations, Bouygues a low-carbon mindset among all its • Reduce direct emissions: limit business travel; increase and neighbourhoods (zero-carbon neighbourhoods Construction also has a signifi cant infl uence employees and to nurture the same the share of green vehicles to 90% of the fl eet by 2030; in the operation phase, positive-energy buildings, on emissions throughout the lifecycle mentality among its customers by reduce the carbon footprint of IT by 15% by 2025; remote energy performance management solutions of the structures that it builds (scope 3b). promoting low-carbon solutions that reduce energy consumption at sites and worksites for buildings), for renovation, and for low-carbon mobility fi t their requirements. (timber worksite cabins, connected worksite cabins, (electric vehicle charge points, low-carbon transport Objectives and action plan remote management of energy use, decarbonised energy). infrastructure such as metro and tram systems). Business opportunities As part of its drive to cut greenhouse gas • Reduce the carbon footprint of purchases: develop emissions by 2030, Bouygues Construction The low-carbon transition is an opportunity action plans for priority packages (steel, façades, etc.); is targeting a 40% reduction in direct and to grow Bouygues Construction’s business reduce the carbon intensity of cement by 40% by 2030; indirect emissions (scopes 1 and 2) and a 30% through low-impact, high value-added increase the share of timber construction projects. decrease in induced emissions (scope 3a). offers in construction, civil works, energy

BOUYGUES IMMOBILIER BOUYGUES IMMOBILIER’S DRIVERS

Bouygues Immobilier calculates its carbon footprint by considering For this reason, Bouygues Immobilier is reviewing all its products • Design and roll out decarbonised products and services: • Develop responsible purchasing based on thresholds:

CO2 emissions from both direct and indirect (upstream and and services in order to factor in the carbon criterion. Other use new building methods; improve the energy effi ciency addition of the Carbon criterion to the Quality-Cost- downstream) sources. The results reveal a strong correlation measures include going further on responsible purchasing, training of buildings; deploy low-carbon products and services Delivery trio; an inventory of all FDESd documents; between its footprint and its residential property business, staff, and rolling out new eco-design tools for its projects. for commercial and residential properties and urban sourcing of decarbonised materials and equipment; which accounts for around 90% of its total emissions. environments; roll out the “Carbon guarantee” service; greening of fi xtures catalogues; framework contracts Business opportunities develop new renovation and rehabilitation solutions. for life-cycle analysis services Objectives and action plan The low-carbon transition presents a wealth of opportunities for • Improve intensity and quality of use: develop shared • Measure and develop tools: creation of “low-carbon Bouygues Immobilier is aiming for a 32% reduction across its direct, Bouygues Immobilier, from developing new building methods such living spaces, reversible buildings and passive comfort technical factsheets” and a “Carbon calculator” for indirect and induced emissions (scopes 1, 2, 3a and 3b). In pursuit as timber and low-carbon concrete, to capitalising on the trend systems; safeguard biodiversity; construct buildings buildings and entire neighbourhoods, which will optimise of this goal, which is consistent with the recommendations of for more energy-effi cient buildings. The company offers a range of with integrated mobility solutions. the technical performance/carbon performance/cost France’s National Low-Carbon Strategy and with the requirements ground-breaking, low-carbon products and services for improving trio; Carbon reporting for operations of the Paris Agreement, it will leverage the latest construction quality of life in dense urban environments, adapting buildings • Strengthen the teams: low-carbon training methods and align its operations with France’s new environmental to new practices like coworkingb and colivingc, and enhancing a for all employees, creation of a carbon taskforce regulations (RE2020) . Yet the company cannot achieve occupant comfort, as well as renovation and rehabilitation to prepare them for the RE2020a regulation its targets through these external drivers alone. solutions for commercial and residential properties. (d) A French standardised document that shows the results of a product’s life (a) New environmental regulations that apply to all new housing built in France (b) Third places available to self-employed people who do not necessarily work (c) Dwellings with private areas and areas shared with other residents, cycle analysis as well as health information. It is used to calculate from 1 January 2021. in the same fi eld, designed to encourage exchange and well-being at work while combined with services such as internet and laundry. the environmental and health performance of an eco-designed building. reducing commuting. 26 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 27 Climate The strategy of the Group and of its business segments

EXAMPLES OF SOLUTIONS IN THE CONSTRUCTION BUSINESSES Energy efficiency and sustainability: Green City, Zurich (Bouygues Construction) The Green City eco-neighbourhood, The 2000-Watt Society is a Swiss initiative whose design was unveiled at that aims to limit per-capita energy the COP21 Paris Climate Conference, now features energy-efficient buildings consumption to 2,000 Watts per year and soft mobility solutions. More environmentally-friendly – the level at which the Earth’s finite resources raw materials: Novacol (Colas) are able to sustain human populations. Green City in Zurich is the first project Novacol is a process for the cold, in-place of its kind to be awarded the 2000-Watt recycling of used pavement, in which Site certification. The eco-neighbourhood existing road materials are milled out then includes a number of innovations such as added to a bitumen emulsion before being buildings with efficient insulation made from applied. Because it reduces truck traffic sustainable materials, solar and geothermal around the worksite, the process saves energy, and systems that allow residents energy, limits damage to adjacent roads to monitor their energy consumption to and causes less disruption to increase their buy-in. other users. Depending on circumstances, The Novacol process recycles used road pavement Novacol reduces CO2 emissions by 10–50%. in a single operation, thereby reducing CO2 emissions and limiting the use of raw materials. Here the process is being applied at a worksite in south-western France. Sustainable, self-sufficient housing: the ABC concept (Bouygues Construction) ABC (Autonomous Building for Citizens) aims for water and Energy-efficient production processes: energy self-sufficiency and well-planned waste management, semi-warm and cold asphalt mixes (Colas) with a strong emphasis on occupant well-being. The concept integrates housing into its natural environment, Hot asphalt mixes are heated to temperatures of 160°C. where it also draws the resources it needs to operate. By contrast, semi-warm variants like EcoMat can be Features include solar panels for electricity and a rainwater produced at just 80°C. This innovative process reduces recovery and treatment system to supply drinking water. CO emissions by 30% per tonne of finished product 2 Residents can also monitor and adjust their energy compared with conventional mixes. Meanwhile the consumption to help make the building more self-sufficient. cold asphalt mixes Easycold and Valorcol achieve even greater emissions savings: as much as 45% per tonne of output.

The ABC concept reinvents building methods to achieve a high level of energy and environmental performance without Applying the Easycold asphalt compromising on occupant comfort and mix to a road in France convenience. This picture shows the first complete demonstrator, in Grenoble.

Renovation and the circular economy: The Hôtel des Postes building, Strasbourg (Bouygues Immobilier) Decarbonised power generation: In renovation projects, identifying materials wind and solar power projects that can be recycled is a painstaking (Bouygues Construction) process. At Hôtel des Postes, Bouygues Construction is involved Strasbourg’s former central post office, in solar energy and onshore and Bouygues Immobilier reused structural offshore wind farm projects as part of components, internal doors, external joinery its commitment to decarbonising the and various other parts of the building, energy mix. For instance, it has teamed and employed innovative ideas such as up with start-up Ideol to develop repurposing the old carpet as insulation. the world’s first floating foundation By factoring in the gains from the use of for offshore wind (see photo), circular economy principles and low-carbon which enables turbines to be installed concrete, the renovation of this building at sea where wind speeds are higher. saved nearly 7,100 tonnes of CO2 emissions And in solar energy, it is rolling out when compared with a new build operation floating solar farms and championing of the same size. agrisolar as a way to limit the loss In Ako, Japan, a new 102 MW solar power plant, built on a former golf course, will generate approximately 125 million kWh During the renovation of the Hôtel des Postes building in Strasbourg, of greenfield sites. of electricity each year and contribute to an annual reduction 20,000 m² of existing structure was kept, 1,000 wooden window of around 5 tonnes of CO emissions. frames repurposed and 2,700 m² of carpet recycled. 2

28 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 29 Climate The strategy of the Group and of its business segments In the new timber construction Weidmatt neighbourhood in Lausen (Switzerland), only the stairwells, lift shafts and foundation structural elements are made from reinforced concrete. The timber construction worksite Abela in Bry-sur-Marne, near Paris WeWood: building differently

Bouygues Construction’s WeWood programme places timber and bio-based construction at the heart of its strategy, transforming the way it builds, in France and Europe-wide. % As well as being a renewable resource, prefabricated structures, construction kits practical support, while staff can learn 60 timber also stores carbona. It is therefore and Building Information Modelling (BIM) new skills by accessing training through CO2 emissions savings by a viable alternative to concrete for reducing systems. the WeWood Academy. using timber for the building greenhouse gas emissions. It also caters to fabric instead of concrete a growing trend for more environmentally In order to open up this initiative to as As well as being an environmentally friendly buildings. many people as possible, the WeWood friendly material, timber leads to programme spans all Bouygues Construction cleaner, quieter worksites and reduces At Bouygues Construction, timber is more subsidiaries and co-design is actively construction time, thereby benefiting 30% than just a like-for-like replacement for encouraged. Architects and the technical employees and customers alike. concrete. It is one of the cornerstones of trades are involved in projects from of Bouygues Construction a broader culture shift towards “building the outset, alongside regular partners projects to use timber for differently”, in which the company is and subcontractors. WeWood draws on the structural elements in France rethinking its approach from the ground an in-house timber centre of excellence and Europe-wide by 2030 up and rolling out new solutions like that drives innovation and provides

Strategy for decarbonising the Telecoms business

BOUYGUES TELECOM BOUYGUES TELECOM’S DRIVERS

On a like-for-like basis, Bouygues Telecom emissions (scopes 3a and 3b) by 30%, and leading position in the smartphone circular • Improve the energy efficiency of infrastructure and equipment: • Strengthen partnerships and innovation with suppliers has a smaller carbon footprint than achieve at least a 50% share of renewables economy, rolling out a 4R strategy (repair, use less energy-intensive equipment (5G, FTTHb); manage to reduce the purchasing footprint: apply a responsible the Group’s construction businesses. in its energy consumption. Its climate recover, refurbish, recycle) for pre-owned power to its sites dynamically; switch to renewable energy purchasing policy; make lifecycle assessments a standard Investments and property, plant and policy, under the slogan Agir Ensemble handsets. In addition, the company sources; roll out a certified energy management system part of the purchasing process; use recycled materials; equipment (mainly the network), as well as (working together), is built on three encourages customers to use digital for data centres and offices; shut down unused frequencies switch to virtual decoders. purchases of devices used by customers priorities: improve the energy efficiency technologies in a more sustainable way. and premises; reuse network equipment. (smartphones, routers, etc.), account for of infrastructure, design more sustainable Its devices are also eco-designed (router, • Integrate digital sustainability into products and services nearly 90% of its carbon emissions. products and promote responsible use packaging, first virtual router incorporated • Design more sustainable products and services: apply and into communication with the customer. of digital technology. into the TV set) and their energy consumption eco-design principles to products; reduce packaging; make Objectives and action plan is regularly optimized (36% reduction new-generation modems and routers more energy-efficient; • Promote a decarbonised and decarbonising digital roll out the 4R strategy (repair, recover, refurbish, recycle) mindset within the company: roll out connected objects Amid exponential growth in data traffic, Business opportunities between the Bbox 4K and the Miami box for pre-owned handsets; use refurbished products and AI-powered solutions to reduce energy consumption Bouygues Telecom has set three targets for As the first operator to commit to devices). and equipment. among BtoC and BtoB customers. 2030: reduce direct and indirect emissions refurbishing mobile phones back in 2011, (scopes 1 and 2) by 50%, reduce induced Bouygues Telecom is consolidating its

Strategy for decarbonising the Media business

TF1 TF1’S DRIVERS

TF1 has the smallest carbon footprint of all business travel. Its aim is also to help its Climate-related content accounts for • Decarbonise content: carry out in-house awareness-raising • Roll out sustainable mobility solutions: shift to an electric Bouygues group subsidiaries, with nearly advertisers promote more environmentally a substantial share of TF1’s TV and digital and training in eco-production and educate outside vehicle fleet; prioritise soft mobility, rail and car sharing; 95% of its emissions linked to purchases. friendly products and to contribute to the programming. The company has also audiences; take steps to cut carbon emissions from expand teleworking. However, the nature of its business means low-carbon transition through its content. decided to expand its output in this area transport, equipment and sets; conduct a carbon audit that the broadcaster has a critical role in around the Ushuaïa brand, such as through of TV productions. • Raise awareness of climate issues: produce more raising awareness of environmental issues Business opportunities Génération Ushuaïa, a show that airs environment-related content and promote positive • Encourage responsible purchasing: introduce criteria initiatives; help the advertising market shift towards among the general public. The low-carbon transition is a powerful on TF1. This editorial line is consistent with for each type of product; monitor the carbon footprint more responsible communication. growth driver for TF1, as socially and audience sentiment: 92% of French people of purchasing. Objectives and action plan environmentally responsible brands and agree that the media has a role in raising awareness of environmental issues. TF1 is aiming for a 30% reduction in its businesses look to promote their products • Develop responsible digital services: measure the carbon direct, indirect and induced emissions and initiatives. In response, the company footprint of digital activities (production, post-production, (scopes 1, 2 and 3a) by 2030. To achieve is developing bespoke advertising broadcasting) and identify ways to reduce it. this goal, the company is working to reduce packages and drawing on a strong sense its carbon footprint across its production of commitment to CSR challenges across (a) Thanks to photosynthesis, the carbon dioxide captured by a growing tree remains stored throughout the entire time that the products made operations, purchases, digital activities and its media ecosystem. from the tree’s wood are used. And this carbon dioxide continues to be stored afterwards if the wood is reused or recycled for other uses. (b) Fibre-To-The-Home.

30 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 31 The strategy of the Group and of its business segments Bern 131 is a proposed timber-frame, positive-energy building on the outskirts of the Swiss capital. The building, which will feature rooftop and façade solar panels, is scheduled for handover in 2023 and will exceed the 2000-Watt Society targeta. THE STRATEGIC PRIORITIES OF THE BOUYGUES GROUP’S BUSINESSES

Population growth, urbanisation Lead the market for the construction Construction and new environmental imperatives and renovation of buildings are generating signifi cant needs and infrastructure businesses worldwide in terms of complex Bouygues builds, optimises and buildings and infrastructure maintains a wide range of buildings (new build and renovation). a and infrastructure (transport, Bouygues is the fi fth largest In line with the advent of digital decarbonised energy production, construction group in technologies, consumer expectations telecommunications). Furthermore, and habits are also changing to cope with ageing infrastructure and the world. As a developer, (see p. 14 to 15 also). keep pace with increasing demand for builder and operator, energy effi ciency, the Group develops As a result, Bouygues is in a good expertise in renovating assets, even it is active in building position to provide full-service whilst they remain in operation. solutions as well as innovative and civil works, energy and high value-added services. From the 1970s, Bouygues started to and services, property Its positioning and many strengths expand its construction businesses mean that it continues to be a key outside France in targeted countries. development and transport partner for its customers. technically complex projects with local Lead the market for urban design They now have a long-term presence partners. The construction businesses and development infrastructure. through well-established local currently generate over half their sales The Bouygues group’s strategic subsidiaries (Australia, Canada, US, In consultation with customers, priorities in its construction in the 80 countries where they are residents and local partners, UK, Hong Kong, Switzerland, etc.) or present. (a) Based on international sales, excluding country businesses are the following: on a one-off basis when working on the construction businesses develop of origin (ENR Top 250 International Contractors survey, projects that promote well-being, August 2020). Support our customers to cut harmonious living and environmental their carbon footprint protection. The Group offers a range 2020 KEY FIGURES The transition to a low-carbon of customised and innovative solutions In 2019, CNR opened Les Sources du Mistral, a wind farm economy is central to the expansion catering for the individual housing unit in north-eastern France, whose nine turbines have Tunnel on Line 15 South of the Grand Paris Express of Bouygues’ construction businesses to an entire town or city (adaptable an installed capacity of 18 MW, equating to the annual rapid transport link, between the stations of power consumption of 17,000 people. Villejuif Louis-Aragon and Créteil l’Echat because it offers many growth housing, connected buildings, 115,055 opportunities. They offer a complete eco-neighbourhoods, the smart city, Employees range of distinctive and high smart mobility, modular construction etc.). value-added products and services to help their customers respond Transform our construction methods €26,208m to the climate emergency. Bouygues’ construction businesses are b decarbonising their business models Sales They have solutions for: in order to achieve their carbon dioxide • the production, storage and emissions reduction targets. They are distribution of decarbonised energy completely transforming their processes €437m (solar, nuclear, wind, etc.); along the entire value chain. They are Current operating profi tb • the energy effi ciency of buildings, rolling out responsible purchasing neighbourhoods and entire towns policies and circular economy strategies and cities (positive-energy buildings, in order to secure their supplies whilst € bn zero-carbon neighbourhoods, etc.), protecting the environment at the same 33.1 whether for new build or renovation time. They are also ramping up the Backlog projects; use of new bio-based materials such • the development of low-carbon as timber and low-carbon concrete. mobility (electric mobility, rail Training programmes have been €2.8bn infrastructure etc.); and introduced widely to increase employee Net cash • the extension of the life of and the buy-in for this process and to help intensifi cation of the use of buildings them keep pace with changes and infrastructure (shared living in their professions. spaces and offi ces, reversible buildings, infrastructure maintenance etc.). (a) The 2000-Watt Society is an environmental policy OPERATIONAL PRIORITIES project developed at the Swiss Federal Institute of Technology in Zurich (ETH Zürich) with the goal • of reducing per-capita energy consumption to one Boost the energies and services activities third of current levels. • Continue Colas’ development towards new growth areas: expand (b) The impact of the health crisis was estimated at a roughly €2.5 billion loss in sales and a €530 million its international network via external growth in target countries drop in current operating profi t for fi rst-half 2020. (Germany, North America, Northern Europe, etc.) and make optimum As business levels returned to normal in the second half of the year, it is no longer possible to clearly use of its industrial activities (quarries and bitumen) isolate the impact attributable to Covid-19 within the change in performance as a whole for this period. On the residential housing worksite La Villa • Turn sales and profi tability around at Bouygues Immobilier des Glycines in Le Plessis Trévise, near Paris 32 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 33 The strategy of the Group and of its business segments

Media Telecoms

TF1 wants to positively Bouygues Telecom is inspire society by informing a major player in the French and entertaining as many telecommunications market people as possible. and, for the last 25 years, As France’s leading TV media has been providing the

group, it keeps pace with best technology to make Serving customers in a Bouygues Telecom the way people view and its customer’s digital lives store in the spring of 2020 consume content (catch-up TV, richer and more intense. Bouygues Telecom’s new “Ambition 2026” Gain an additional 3 million d enhanced services, and Saltoa). Its networks, products and strategic plan is aimed at speeding up FTTH customers its growth in a buoyant French market Bouygues Telecom is speeding up a It has strengthened its services bring its 25 million in order to become the number 2 in the roll-out of fi bre in a context mobile and a major player in fi bre by presence across the entire customers closer to marked by a sharp increase in demand. 2026. Below are the fi nancial targets In order to gain an additional three value chain investing in new their family and friends. it has set for 2026: million customers, the company is • over €7 billion in sales from services; planning to double its FTTH coverage growth-potential sectors As a socially-responsible player, • EBITDA after Leases of around (from 17.7 million premises marketed such as content production Quand baleines et tortues nous montrent Bouygues Telecom facilitates €2.5 billion with an EBITDA after in December 2020 to 35 million le chemin, a documentary aired on Ushuaïa TV Leases margin of around 35%; and by 2026) through direct investment in November 2020 and digital media. access to high-quality digital • free cash fl owb of around €600 million. and partnerships. services for all, whilst keeping “Ambition 2026” has three strands: Double market share in fi xed BtoB The Covid-19 pandemic has underscored international expansion, following e a tight rein on the impacts Become the number 2 in mobile and become a fi xed wholesale player the interest among the French public the acquisition of De Mensen studios in for television, with daily viewing time Belgium and Reel One in Canada in 2019. generated by its activity. Bouygues Telecom wants to be the As the third ranked operator in the rising sharply during the lockdown and number two mobile operator in terms BtoB market, Bouygues Telecom wants remaining high after restrictions were In digital media, TF1’s Unify division of client consideration in the French to ramp up its growth, particularly in eased. As a result, TF1 remains focused enables it to: market. As the third biggest operator fi xed. It enjoys a number of strengths, 2020 KEY FIGURES on its goals: • provide an additional offer based on 2020 KEY FIGURES in market share terms following the such as its position as a benchmark web-origin content via recognised acquisition of Euro-Information Telecom in customer relations in BtoB, Pursue the transformation brands (Marmiton, Aufeminin, etc.) able (EIT) in December 2020, Bouygues a multi-channel distribution network of the unencrypted TV model to engage active communities, and; Telecom will draw on its brands, and the monetisation of its BtoB fi bre 3,697 9,550 its long-term partnership with infrastructure. It is also growing • Adapt content accessibility to new • strengthen its offering for advertisers Crédit Mutuel-CIC and the benefi ts of its fi xed wholesale activity. Employees “non-linear”b and mobile viewing to boost their effectiveness and regain Employees value in a growing digital advertising the latter’s complementary nationwide habits via its MYTF1 platform and Bouygues Telecom also implements market via the launch of the media distribution network of 4,200 bank the Salto video-on-demand platform. a dynamic policy aimed at protecting €2,082m sales unit Unify Advertising € m branches, and its ranking as the second • Monetise content and additional 6,438 best network in terms of qualityc, which the environment (see p. 30 to 31). Salesa services f Furthermore, TF1 has committed to Sales it is boosting by extending its coverage • Offer innovative commercial offers cutting its carbon footprint and raising and portfolio of frequencies. that pre-empt media convergence. € m awareness about environmental issues 190 among its viewers (see p. 30 to 31). €1,502m Current operating profi ta Consolidate its position (a) Includes EIT. in production and accelerate EBITDA after Leasesg (b) Calculated before change in WCR related to operating activities and excluding 5G frequencies. in digital media (c) Survey by Arcep (the French telecoms regulator), December 2020. (d) Fibre-To-The-Home. % In TV production, TF1 draws on Newen, (a) Salto is an over-the-top (OTT), subscription-based 9.1 video-on-demand service launched on 20 October % (e) The wholesale market for telecoms operators. which boasts recognised expertise. 2020 by TF1, France Télévisions and M6. 30.7 (f) The impact of the Covid-19 crisis was estimated at a €70 million loss in sales in fi rst-half 2020. Current operating margin As business levels returned to normal in the second half of the year, it is no longer possible to clearly isolate Newen’s backlog remained at a high level (b) Viewing that does not follow the broadcaster’s h imposed schedule. Viewers determine when they EBITDA after Leases margin the impact attributable to Covid-19 within the change in performance as a whole for this period. in 2020 thanks to the diversifi cation view content, for example using the catch-up feature (g) Current operating profi t after taking account of the interest expense on lease obligations, before (i) net depreciation of its customer base and its continued or video on demand. and amortization expense on property, plant and equipment and intangible assets, (ii) net charges to provisions % and impairment losses, and (iii) effects of acquisitions of control or losses of control. 32.4 a m (h) EBITDA after Leases/sales from services. Share of target audienceb 25 Customers

Over 1,600 hours OPERATIONAL PRIORITIES in Newen’s backlogc Over 500 OPERATIONAL PRIORITIES • Achieve nationwide 5G coverage by end-2021 (a) The impact of the health crisis was estimated Bouygues Telecom at a €250 million loss in sales and a €100 million drop • Keep pace with changes in how video content is consumed and monetise stores in France • Complete the integration of alternative operator in current operating profi t for fi rst-half 2020. As business levels returned to normal in the second half of the year, these new practices Euro-Information Telecom and on-board its 2.1 million customers it is no longer possible to clearly isolate the impact • Speed up the marketing of FTTH in order to gain an additional attributable to Covid-19 within the change in performance • Continue Newen’s international expansion as a whole for this period. 3 million BtoC customers by 2026 • Carry the integration of Unify through to conclusion, foster operational 3,900 (b) Source: Médiamétrie – Women under 50 who are purchasing decision-makers. synergies with other TF1 activities and boost profi tability Customer and • Increase market share in fi xed BtoB by 5 points by 2026. (c) Projects worth over €1 million. sales advisers

34 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 35 Climate

The 27 kilometres of La Voie Bleue cycle path are diffi cult to access and have many environmental constraints. The aggregates required to build it were therefore transported to the site by barge via the Vosges canal.

4 OUR PLEDGES

To meet its main CSR challenges, underpin long-term growth and guide its transformation, the Bouygues group has signed up to four key pledges: promote each employee’s career development; design sustainable solutions with and for customers; simplify everyday life; and help build harmonious communities.

36 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 37 dare Our pledges Thanks to the strict application progress of health safety measures, the teams at Dragages Hong Kong were able to get back to work as early as 20 February 2020 PROMOTE EACH EMPLOYEE’S CAREER DEVELOPMENT Following lengthy People are Bouygues’ most important resource. discussions with Their dedication is what drives our performance. our Bouygues Asia and The Group therefore makes it a priority to encourage them Winnovation technology in their careers and to value everyone’s contribution, intelligence units, we got straight to work regardless of background, education or profession. on developing "BySafe", a smartphone app designed to keep site employees safe Ensuring employees’ physical and Amid the Covid-19 crisis, the Group the Group’s Climate strategy for the return to work.” emotional well-being is a key priority adjusted working arrangements as and gender-balance policy, for the Group, which is actively cultivating it sought to protect the health of its Bouygues is determined to: Adrien BROUÉ a global health and safety culture. employees and keep risks to a minimum. • support the transition Innovation Manager, Elab A lower frequency of accidents in Social distancing and other safety to new ways of working; Bouygues group the workplace is a Group-wide target. measures were rolled out worldwide, • help employees gain and employees were allowed to work Innovation department The Bouygues group also recognises that future-ready skills; and from home wherever possible. diversity – in all its forms – is vital to the • speed up the advancement success of its business, helping to spur In keeping with these new forms of women within the Group. innovation, creativity and renewal. of workplace organisation, and with

A female employee of Bouygues UK The work of crane operators will be optimised in London and safer thanks to iPilot, an innovative ground-based remote control system

GROUP OBJECTIVES

Objective monitoring: RESULTS Support the transition Trophée 2018 2019 2020 OBJECTIVE to new ways of working Entreprise IA In 2020, Bouygues Telecom Reduce the workplace accident frequency ratea 5.2% 4.9% 5.1% • Down vs 2019 Bouygues is embracing new technology Its business segments have deployed scooped the Trophée Entreprise IA as a way to protect the health and safety on-line collaborative platforms, provided award in recognition of of its employees. In 2020, the Group digital literacy training and supplied its overall strategy on artifi cial Increase the proportion of women in the workforce 18.4% 18.7% 18.8% • 21% in 2020 continued rolling out connected objects equipment to make sure staff have intelligence. The operator at its worksites, with innovations such as the tools they need to work effectively received special praise for its the iPilot remote crane control system and from home. Other well-being measures Increase the proportion of women efforts in boosting AI skills and b 18.8% 20.4% 21.1% 23% in 2020 connected sleeves making life easier for have included making employees aware in executive bodies in France • expertise among its workforce staff and preventing workplace accidents. of their “right to disconnect” and running By limiting the need for physical contact, anonymous satisfaction surveys. Result in line with the objective Result lagging behind the objective Not achieved these technologies have also worked And as lockdown restrictions were eased, (a) Number of accidents involving time off work x 1,000,000/number of hours worked. The auditor states that it has obtained reasonable assurance for the 2020 indicator. alongside social distancing and other the Group’s business segments introduced Nearly 100 (b) Executive Committees or equivalent of senior management teams in the Group’s fi ve business segments and in Bouygues SA. safety measures to help stem the spread combined telework and on-site work of Covid-19. arrangements to help staff stay closer exoskeletons rolled out together and feel part of a team. by Colas worldwide. 2020 Review Another effect of the pandemic has been The aims are to reduce The Group was focused on the health and safety of its employees, Furthermore, Bouygues was able to review the performance of its to accelerate the pace of change in repetitive exertion which is monitored regularly by the Board of Directors. “Group Gender balance” plan for 2017–2020. Although all indicators workplace organisation. With teleworking and preserve the health Workplace accidents were more frequent in 2020. Regrettably, showed an improvement in gender balance, only the objective now commonplace, the Group is mindful of of site workers there were eight fatalities amongst our employees on our worksites. relating to the proportion of women who are “Department its responsibilities for employee-well-being. In 2021, the Group will step up its efforts to prevent accidents, heads or higher” was attained (20.7% in 2020 vs 18% in 2017). protect the health of its people (“BYCare” programme) As a result, a new plan will be launched in 2021 with new objectives, and improve wellbeing at work (boosting of the “Quality of life for the Group and its business segments, aimed at promoting at work” initiative). gender balance at all levels.

38 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 39 dare Our pledges progress

Colas has enhanced its training courses, particularly in terms of site waste management. I got a lot of support Speed up the advancement Nearly 800 when changing jobs within of women within the Group women mentored since the the Group and I quickly launch of the Group’s mentoring gained new skills. Bouygues fi rmly believes that its success In 2021, the Bouygues group will unveil programmes depends on its ability to get the best a new plan built on three priorities for 2023: Learning something new from the women and men in its business • Promote gender balance and support the nd every day is incredibly segments. Gender balance fosters creativity advancement of women through training, 22 and cohesion, thereby signifi cantly rewarding, and the including tailor-made programmes place for TF1 in the 2019 Ethics improving performance and accelerating for top management and women & Boards awards for the level atmosphere at work is the Group’s transformation. However, with strong potential. of female representation great! As well as taking given the predominance of its construction • Launch a targeted HR communication businesses, the Group’s workforce in the executive bodies on new responsibilities, campaign for women, with strong has traditionally counted more men messaging on the Group’s pledges. of SBF 120 companies. It was also the highest-ranked my new position brought than women – which is why it operates • Measure progress through shared, me closer to home, a proactive gender balance policy. Group-wide indicators and factor media group on the list. gender-balance criteria into so I’m enjoying a better This policy is enshrined in the “Group performance-linked pay for executives. work-life balance. gender balance” plan, the fi rst incarnation 80 of which was launched in 2017. The plan It’s a win-win!” has since delivered on several fronts, male and female employees including progress on the advancement – from France and beyond – Chafèque JAWHARA of women within the Group. participated in the 2020 Head of Governance, Network Women’s Forum Global Operating Systems Management Meeting, which was held Bouygues Telecom on-line. With staff representing all fi ve business segments, it was the biggest Bouygues delegation since the Group fi rst attended the event in 2014. Employees can get their CVs analysed by an AI-powered app called “Matchez votre CV !” which then directs them to a list of vacancies tailored to their skills and experience.

The drive for gender Bouygues trains and raises the awareness of its people about the challenges of the transition to a low-carbon economy. balance has gathered The Bouygues group recognises the key role that managers play in modelling inclusive behaviours. momentum across In 2020, the Group launched a new training module the Group since entitled “Inclusive management and performance”, signalling its commitment to fostering diversity and Help employees gain we launched inclusiveness at every level of the organisation. future-ready skills our fi rst action plan. Top Employer Our priority is to see In 2020, Bouygues and its business segments topics such as worksite waste management, more women progress signed up to key pledges on decarbonising while TF1 has ambitious plans to train up 2020 to executive-level their business models and ramping up the employees in applying eco-production certifi cation obtained roll-out of low-carbon products and services. principlesa to content production. by Bouygues for the third positions, so it’s very Since the Group’s people will be at the focus of this transformation, delivering As well as being essential to the Group’s year running much a long-term on these pledges will require action on transformation, initiatives such as these endeavour. That’s why two fronts: helping them keep pace with increase employee buy-in and give we’ll be unveiling a new changes in their professions, and launching them a sense of purpose in their work. 80,165 a collaborative and collective drive They will also help Bouygues attract a new plan in 2021.” to implement this strategy. generation of environmentally conscious employees were given talent and equip its employees with the training in 2020 Jean-Manuel SOUSSAN The Bouygues group has stepped up training broad skills base they will need to succeed Senior Vice-President, on the environment and CSR in recent years. in tomorrow’s job market. And they are Director of Human Resources One example is Bouygues Construction’s fully in keeping with the Group’s human Bouygues group WeWood Academy, which gives employees resources policy, which emphasises 405 a chance to sharpen their timber construction internal promotion, training, and job and skills (see p. 30). The Group is also determined geographical mobility as a path to varied people attended the on-line to ensure that all employees – managers, and rewarding careers. Career Workshops, a seven-part webinar series launched in 2020 and clerical, technical and supervisory staff – (a) In TV production, “eco-production” refers are aware of the CSR challenges Bouygues to organisational and/or technological measures covering topics such as setting FIND OUT MORE that reduce the environmental impacts of industrial career goals and boosting faces, and how it is responding. Colas has processes, or eliminate these impacts at source, > Universal Registration Document, expanded its training to include courses on while preserving natural resources. employability Chapter 3 SEFP

40 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 41 Climate Our pledges

DEVELOP SUSTAINABLE SOLUTIONS WITH AND FOR OUR CUSTOMERS

Tackling environmental issues is key to the Bouygues group’s strategy. Encourage electromobility

Taking them into account is vital to the Group’s long-term prospects. Transport is one of the biggest sources Bouygues is also factoring the shift to a Its Climate strategy and its pledges provide solutions that respond to the global of CO2 emissions globally . Electric cars electromobility into residential property and other forms of electromobility, design, with buildings that include electric challenges of climate disruption, resource scarcity and biodiversity loss. which are quieter and less polluting than vehicle charging solutions. In December 660 other modes, are well poised to support 2019, it co-founded Ready4Mobility, tonnes of CO2 avoided the transition to low-carbon transport. a pioneering consortium that brings each month thanks But supporting this shift will require the together construction and mobility to the network of electric expansion of charge point infrastructure. partners to develop a set of common charge points installed by standards to speed up building/mobility Since Bouygues fi rmly believes that the The Group has set three In addition to conventional charge convergence. Bouygues Energies & Services city of the future will be built with its users key priorities: points, Bouygues Energies & Services and inhabitants, it encourages co-design • encourage electromobility; has developed a space-saving solution The Group is also involved in public transport for its urban transformation projects both • safeguard resources; and in which they are integrated into street and soft mobility infrastructure projects in France and abroad. 3,663 km • protect biodiversity. lighting networks. It has also rolled out such as tram systems and cycle paths. The Group provides products and mobile apps and websites that allow of rail line maintained solutions that encourage low-carbon users to fi nd their nearest charge point, by Colas Rail in 2020 mobility, the circular economy (a) The transport sector accounts for 25% of global CO2 reserve a slot, and more. emissions. Source: International Energy Agency (IEA), 2020. and the protection of ecosystems.

The Bouygues group helps its customers worldwide to cut their carbon footprint. For the BCAa Academy project in Singapore, Bouygues Construction was able to reduce the carbon impact of the construction and operation of the building.

When installed on a cycle path, Wattway panels generate renewable energy that can be fed into the local power grid. This example is at Grave in the Netherlands. GROUP OBJECTIVES Objective monitoring: RESULTS

2018 2019 2020 OBJECTIVE “We’re seen as a dependable Increase the level of recycled pavement 15% 16% 16% 18% in 2024 in asphalt mix production at Colas • partner in the electromobility industry, Increase the proportion of Colas quarries 51% 52% 44% 65% in 2024 where we stand and gravel pits working to promote biodiversity • out thanks to

Carry out assessments of worksites eligible the performance for TopSite certifi cation (the fi rst CSR label 11% 20% 46% 100% in 2020 of our networks, in the construction sector) • the quality of

Result in line with the objective Result lagging behind the objective Not achieved our operating systems, the expertise of our 2020 review people and our extensive In 2020, an average 16% of Colas’ worldwide production of asphalt Launched in June 2018, the TopSite label was created by geographical footprint.” mixes came from recycled asphalt pavement. Over 300,000 tonnes Bouygues Construction with the aim of ensuring that its CSR of bitumen were thus saved, which is the equivalent of the bitumen standards were complied with on its worksites worldwide. Christophe MAYEN output of a medium-sized refi nery. Although it was not possible to assess all its worksites eligible for Director of Mobility & Transport this label in 2020 due to the pandemic, Bouygues Construction Bouygues Energies & Services Within the scope of Colas’ quarries programme, 171 sites took was able to more than double the number of worksites assessed. initiatives in favour of biodiversity. These sites represent 44% of There is at least one site with the label on each of the fi ve the sales before inter-company eliminations of Colas’ aggregates continents. production sites. Several initiatives being carried out with local Following extension work, partners had to be suspended in 2020 due to the pandemic. (a) The Building and Construction Authority. the tram network in Birmingham (UK) now carries passengers from Grand Central to Centenary Square.

42 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 43 Our pledges To raise awareness of biodiversity issues among its employees, Colas produced the fi lm L’aigle et le bousier, which won an award at the Deauville Green Awards and Fimbacte festivals.

Safeguard resources

The construction industry generates of materials. They are also working We published our 70% of all waste produced in Francea. to encourage the uptake of these practices Purchasing and circular The increasing scarcity and rational industry-wide. One example is “Boost Re-use”, use of natural resources are therefore an initiative launched by Bouygues Immobilier, economy guide because particularly important issues for the Group. Bouygues Construction and around we wanted to break with Bouygues is rethinking its processes, 30 partner project owners to pool products and services to incorporate procurement, identify materials that can the traditional ‘make – the principles of the circular economy be reused and assess their availability. use – throw away’ model. and reap the environmental and economic The guide is intended benefi ts that this will afford. The Group is also applying circular economy In 2016, Colas restored the River Vistre principles in its telecoms businesses. to raise awareness among in southern France. Improved water The Bouygues group’s construction For instance, Bouygues Telecom is running our employees and quality and the return of several businesses are implementing solutions awareness campaigns to encourage local species that had disappeared centred around four priorities: selection people to hand in some of the millions help them build circular from the site were amongst some of the benefi ts observed. of sustainable and easily recyclable of old smartphones lying abandoned economy principles materials during the design phase; in drawers across Franceb, as part of into their purchasing reducing the amount of resources used its 4R strategy (repair, recover, refurbish, Quarries and gravel pits are during construction; recovering and recycle). practices.” re-using materials on site; and recycling ecological niches. Our ambition Marine ALLAIRE is to protect biodiversity by, CSR project coordinator for example, providing refuge Bouygues Construction Purchasing The second life of the future Saint-Denis watersports for endangered species or centre (and its connecting footbridge), to be built for the 2024 Olympic games, was envisaged at its design installing beehives at our sites. stage. After the games, it will be possible to reduce the level of seating and adjust the pool and its fi xtures Initiatives like these are run to new confi gurations. Top fi ve locally, in conjunction with recyclers scientifi c partners, and we use worldwide them as a platform for raising Colas is one of the world’s top awareness among our employees fi ve recyclers across all sectors, and local people.” recycling over 7 million tonnes At the Monaco offshore extension project, subsea hills and prefabricated modules were installed around the perimeter belt to create an artifi cial Anne-Laure LEVENT of materials a year in over reef that has since been colonised by local marine wildlife. 450 recycling units. Deputy Director of Environment Colas EnergieSprong Protect biodiversity Act4Nature Bouygues Construction Aware of the impact that infrastructure the growth of a plant species endemic has signed this Europe-wide projects can have on biodiversity, to the Mascarene Islands called Cyathea In 2018, Bouygues Construction charter, which aims to support the Bouygues group has been working borbonica. and Bouygues Immobilier joined other La Maillerie is a rehabilitation project built on a site the roll-out of energy renovations hard for several years to limit the businesses in pledging to protect that was originally a textiles factory and then environmental footprint of its structures, Bouygues Construction helped create a logistics hub. For this conversion operation, in social housing. biodiversity by signing up to provide solutions for safeguarding BiodiverCity, the fi rst international label a major circular economy initiative was rolled out the Act4Nature alliance. TF1 added based on a “zero waste” objective. ecosystems and combat the loss awarded to construction and renovation its name to the charter in 2020. of greenfi eld sites. projects that factor in biodiversity. 228,494 This initiative brings together builders, In order to fi nd ground-breaking solutions, developers, users and other industry handsets collected by Bouygues Construction and Colas have been partners. Bouygues Immobilier, 31.4% Bouygues Telecom for recycling running R&D programmes investigating the which is actively rolling out the label, or re-use protection of biodiversity in infrastructures has also set a target of making 25% of Bouygues Construction’s projects (measures to stop invasive species, of its projects (by surface area) have taken measures in favour offsetting mechanisms, encouragement biodiversity-positivea by 2025. of biodiversity TF1 applies eco-design principles of marine biodiversity, etc.) and in urban and recycles existing components settings (green roofs, etc.). Colas Génie when making sets. In this example, the set of the new TV series Écologique (environmental engineering) Ici Tout Commence offers practical ecosystem protection 15 solutions such as rewilding and restoring (a) A project is described as “biodiversity-positive” when a site contains more biodiversity-supporting Bouygues Immobilier projects, waterways, and conducting works spaces post-development than it did in its initial state. (a) Eurostat, 2018 in sensitive habitats. Colas also rolls out equating to nearly 9,000 housing (b) French Alliance of Digital Industries (AFNUM), initiatives in favour of biodiversity FIND OUT MORE units, have received or are Étude du marché et parc de téléphones portables français en vue d’augmenter durablement leur taux on its own sites, such as at Rose-Belle > Universal Registration document, in the process of receiving de collecte, July 2019. in Mauritius. This project encourages Chapter 3 SEFP the BiodiverCity label

44 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 45 Our pledges Climate Coworking spaces and offi ces are designed to be living spaces that foster collaboration. SIMPLIFY EVERYDAY LIFE

The Bouygues group improves the lives of its customers and the population as a whole through the innovative solutions developed by its business segments. Our coliving offering is about making housing All the products and services provided by a springboard into the Group’s fi ve business segments are designed professional life to make everyday life easier and more enjoyable, whether at home, neighbourhood and city level, for young people. or in terms of transport, communication, In keeping with this aim, information and entertainment. we’re transforming rental To simplify everyday life, the Bouygues group housing into living spaces commits to: • delivering a high-quality experience that refl ect today’s for residential and offi ce property customers; lifestyles, with fl exible • facilitating mobility in both urban lease terms, a variety and rural areas; and • making it easier to access communication of private and shared networks and media content. spaces, and services and events.” As well as welcoming and advising customers, the Welcome Manager in Bouygues Telecom’s stores Augustin ROUSSEAU is responsible for enforcing health safety measures. Head of Colivinga Offerings Adaptable housing adjusts easily Bouygues Immobilier to the changing needs of occupants, such as the arrival of a new baby.

GROUP OBJECTIVES

Objective monitoring: Deliver a high-quality experience for RESULTS residential and offi ce property customers

2018 2019 2020 OBJECTIVE Climate change, energy transition, • All-inclusive rental housing, a concept the new possibilities offered by digital introduced in the UK under the name Open 1,200 Wojoa coworking spaces in France technology, the boom in teleworking and Build to Rent and rolled out in France Spacemaker and Europe, including 40 standalone Wojo sites, 10 locations 11 locations 12 locations • 40 locations in 2024 the need for greater simplicity and ease by Linkcity in 2020. These fully furnished, by 2024 of use are reshaping the expectations ready-to-rent homes are built with urban Bouygues Immobilier has signed of our customers in relation to where families and households in mind and a partnership agreement with Increase Bouygues Telecom’s fi bre they live and work. The Covid-19 crisis come with extensive communal facilities Norwegian start-up Spacemaker, network coverage 7.2 12 17.7 35 in 2026 (millions of FTTH premises marketed) • has brought these trends into sharp relief such as TV lounges, reading rooms, roof which has developed and accelerated the pace of change. terraces, gyms and coworking spaces. an AI-powered tool to help • Housing units that, thanks to their architects optimise property Result in line with the objective Result lagging behind the objective Not achieved The Bouygues group is responding modular layout, can be adapted development projects. (a) Wojo, known as Nextdoor prior to March 2019, is a coworking offering delivered under a joint venture between Bouygues Immobilier and Accor. by designing innovative products to meet the changing needs of their and services that emphasise access residents, precipitated for example over ownership. Examples include: by a new baby or the need for home 2020 Review • Connected homes that set new healthcare. Over 3,000 In 2020, Wojo became the biggest network of coworking Bouygues Telecom stepped up the roll-out of fi bre against a backdrop standards for comfort, energy effi ciency • Energy-effi cient offi ces and coworking and running costs, with real-time energy spaces designed as pleasant places connected homes equipped with spaces in France thanks to the roll-out of new services called of surging demand from both retail and business customers. In line the Wizom Connected solution “Wojo Corners” and “Wojo Spots”. These are coworking spaces with its “Ambition 2026” strategic plan, the operator is planning consumption monitoring and central, to be, encouraging collaboration designed to be set up in third places such as cafés, fi tness centres, to double its FTTH coverage up to 35 million premises marketed remote control systems for lighting, and well-being at work. shopping centres and railway stations. Both these concepts by the end of 2026. As a result, it will be able to win market share heating and roller shutters. have experienced strong momentum since their launch: there are and offer a better experience to its customers. now 300 “Wojo Spots” and four “Wojo Corners”. As a result of the health crisis, the opening of standalone Wojo sites slowed down: In 2020, Bouygues Immobilier stopped selling the “Flexom” home 12 sites are being operated in France and Spain. automation solution. Nonetheless, the offer of connected homes (a) Dwellings with private areas and areas shared continued to expand, particularly thanks to Bouygues Construction’s with other residents, combined with services such “Wizom Connected” solution. as internet and laundry.

46 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 47 Our pledges

Colas upgraded a section of the Route du Nord, a major road connecting Abidjan, in Ivory Coast, with the borders of Mali and Burkina Faso. This large-scale project is delivering positive outcomes for regional Getting rid of the economic development and the living conditions of the local population. Make it easier to access communication TV modem and replacing networks and media content it with a Smart TV app 21.6 km Teleworking, home-schooling and virtual The Group’s media businesses are rethinking marks the start of a new meetings with friends and colleagues their products and services to cater to era in triple-play offers, of section built by have become a fact of life for many. growing demand for personalised content, Bouygues Construction But as people and businesses become with catch-up TV, enhanced services with the promise of for the HS2 rail link between increasingly reliant on high performance and subscription-based video-on-demand. a simpler user experience, London and Birmingham communication networks, the challenge TF1 is also planning to roll out addressable for Bouygues Telecom is twofold: television, in which different advertising a smaller carbon maintaining high standards of quality, messages adapted to each viewer footprint and access even during periods of peak demand, are delivered during the same show. to an ever-expanding Singapore while ensuring equitable access to its services for all, including people Throughout the pandemic, both TF1 content universe.” Colas Rail secured a contract to living in less densely populated areas. and Bouygues Telecom have gone the replace power supply equipment To do so, the operator continues to invest extra mile to keep customers connected Benoît TORLOTING for the Bukit-Panjang light rail in expanding the availability, quality, speed and to guarantee access to media content. Deputy CEO transit (LRT) system – the first and reliability of its very-high-speed fixed Bouygues Telecom contract won in this country. and mobile networks. This approach ensures that everyone can access content at home or on mobile devices, simply Around 90% and seamlessly. of the sales generated by Colas projects are on brownfield sites Since France first entered lockdown in March 2020, Bouygues Telecom’s network maintenance 100% and supervision teams have been working flat out – in the office and in the field – to keep customers Over 100 km of the objectives of the “New deal” connected amid heavy demand. achieved by Bouygues Telecom. of temporary cycle paths This agreement signed with marked out by Aximum in the French government aims the Paris region in spring 2020 at completing and speeding up 4G coverage in rural areas.

Nanterre Cœur Université, a district in the western suburbs of Paris, is enhanced by its good quality public Salto transport connections (trams, buses and the RER suburban rail line) that will converge in the future The video-on-demand Nanterre Université railway station. service launched by TF1, France Télévisions and M6 in October 2020 that aims to actively showcase French and European content. Facilitate mobility in both urban The future Eole linea station will be the focal and rural areas point of a major multimodal Over 50% Mobility requirements are increasing as a way to limit the loss of greenfield hub that will substantially increase in voice use in both urban and rural areas, driven sites and reduce CO2 emissions from cut journey times for over the mobile network by by the impact of population growth their operations. Bouygues Telecom’s customers and urbanisation. Towns and cities are Parisians. The project is during the first lockdowna in France. grappling with the traffic congestion In its drive for low-carbon mobility, an immense technical and Throughout the crisis, TF1 has adopted and pollution caused by inadequate and the Group is working with towns and new ways of working and revamped insufficient infrastructure – problems that cities to expand soft mobility networks organisational challenge, its news coverage to keep French can also make them less appealing places (such as cycle paths) and build new public X 2 audiences informed about since it draws on almost the evolving situation. to live and constrain their economic transport infrastructure (metro, tram and the full breadth of civil The TF1 news bulletin doubled development. urban cable car systems). engineering expertise.” in length, on average, The Bouygues group is tackling these Colas is rolling out connected objects during the first lockdown, issues head-on through its construction for preventive maintenance that help Philippe VAILLANT with reports accounting for close to 80% of air time. businesses, by building tunnels, bridges, keep infrastructure functioning properly Project director, roads, railway tracks and other structures and extend its lifespan, as well as services Porte Maillot station (Eole line) (a) From mid-March to mid-May 2020. that ease the flow of people and goods. for users that make roads safer and keep Bouygues Construction These same businesses have developed traffic flowing freely. recognised expertise in the renovation FIND OUT MORE

and rehabilitation of existing infrastructure (a) Westward extension of RER Line E – > Universal Registration document, – solutions they have long championed SNCF Réseau. Chapter 3 SEFP

48 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 49 Climate Our pledges

HELP BUILD HARMONIOUS COMMUNITIES “Educating the nation” Modern society is becoming more and more collaborative, driven by digital TF1 lent its support to this nationwide campaign by and technological transformation. At the local level, people are increasingly airing educational programmes wanting closer social ties. Energised by its vision of making life better, for children stuck at home Bouygues serves as a key contributor to societal change. during lockdown. 20,000 This is because the Bouygues group telecoms networks and supporting believes that strengthening ties and the growth of teleworking and other free mobile plans donated dialogue helps make life better every new practices. TF1, meanwhile, by Bouygues Telecom to the day. Wherever it can, the Group wants to is focusing on providing quality news French Red Cross as part of the promote mutual assistance, harmonious information and airing content that “Donate a gigabyte” campaign, relationships and community cohesion, is adapted to the lockdown period. along with 10,000 free thereby fostering a greater sense of social smartphones inclusion. Furthermore, digital technology To help build harmonious communities, – a powerful driver for bringing people Bouygues pledges to: closer together – adds a further dimension. • bring people closer together; • open up dialogue and co-design 31% Since the beginning of the health crisis, efforts to a greater audience; and the Group’s business segments have been of block reservations marketed • encourage local initiatives that help working hard to continue providing essential others within the community. by Bouygues Immobilier Les Fabriques is a mixed-use and dynamic residential services to the population. For example, neighbourhood built on a former brownfi eld site to social landlords in Marseille. To encourage the growth of vegetation, Bouygues Telecom is ensuring good quality 85 species of local tree and shrub were planted there.

Bouygues Telecom provided technical support and donated supplies and equipment to hospitals, local authorities, businesses and other customers on the front line in the fi ght against Covid-19. In this picture, staff at the Nantes teaching hospital. GROUP OBJECTIVES

Objective monitoring: RESULTS Bring people closer together During the pandemic, we stood shoulder Motivated by this vision, the Bouygues It also signed a three-year extension to 2018 2019 2020 OBJECTIVE group and its business segments design its partnership with Samu social de Paris to shoulder with products and services that cultivate whose aim is to help narrow the digital our customers and went Increase the number of Colas production sites a sharing mindset. With 25 million divide. 47% 44% 43% 50% in 2021 working to promote dialogue with local communitiesa • TV viewers tuning in daily, TF1 wants to the extra mile to support positively inspire society by ensuring that The construction businesses build spaces the roll-out of network its output represents diversity in all its for everyday interaction between people infrastructure. Result in line with the objective Result lagging behind the objective Not achieved forms and provides an arena for all types and social groups. Social diversity (a) Activities that can justify (through a specifi c report) during the reporting period that they have genuinely interacted with local residents, elected representatives and government of opinion and difference to be heard. is systematically taken into account And in April and May, through meetings and proper responses to complaints. Supporting documentation must be kept on fi le. The company is working hard to keep when designing eco-neighbourhoods. we took the exceptional its audiences informed and entertained And on a smaller scale, community amid the global pandemic by adapting apps and concierge and similar services step of paying all invoices its news and content offerings. energise relations between people living immediately, without 2020 Review in the same apartment building. waiting for the usual time The Group’s telecoms businesses To encourage public acceptance of its business activities, For its worksites, it uses innovative solutions such as apps to play a vital role in bringing people limit, as a way to relieve b 43% of Colas’ materials activities have implemented local dialogue communicate with local residents and respond to complaints together and maintaining social contact. fi nancial pressure initiatives. The slight decline versus 2019 is due to a fall in the about disturbances caused by its activities. Bouygues Telecom was there to help number of such initiatives because of the restrictions stemming friends, relatives and loved ones keep on our SME partners.” from the health crisis. In addition to this formal dialogue, in touch during the lockdowns, as well Colas makes sure that its production sites are exemplary. as to donate supplies and equipment to Christian LECOQ vulnerable people, healthcare workers Chief Financial Offi cer and hospitals. Bouygues Telecom

(b) In terms of sales before inter-company eliminations.

50 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 51 Our pledges

For Églantine, an eco-neighbourhood in Switzerland, Bouygues Construction innovated by offering local residents € and organisations a chance to make their views heard in Encourage initiatives that help 200,000 workshops, brainstorming sessions, briefi ngs and site visits. others within the community was raised when Bouygues Telecom launched an Patronage policy is implemented at Whenever possible, the Group’s business appeal to donate to the Red Cross Bouygues group level, within business segments give tangible expression to via text during the Covid-19 crisis segments and through community their societal commitment by volunteering Our ambition is initiatives. The patronage policy of their knowledge and expertise. the parent company, Bouygues SA, to be a provider of focuses on three main themes: education, The Group’s business segments have Nearly 50 end-to-end solutions health and social initiatives. Each of the pulled out all the stops to support Bouygues Telecom employees for cities. City.Play Group’s fi ve business segments also the healthcare sector since the start of carries out its own patronage initiatives. the Covid-19 pandemic, for instance by offered to help non-profi ts is the cornerstone of donating surgical masks and repurposing (working to keep contact with this strategy. We want The Group helps and supports all kinds their production lines to make hand senior citizens, etc.) remotely of initiatives, small-scale or otherwise, sanitiser. Its media and telecoms via the Bouygues Telecom to involve citizens, giving priority to long-term actions. businesses have also played their part corporate foundation users and residents It does so around the world, wherever by airing awareness-raising spots free of in designing the cities it operates, participating in local life and charge and running fundraising campaigns paying particular attention to projects for non-profi t organisations. of the future.” supported by its employees. 989 student-grant holders supported Julien SCHMID Their dedication helps extend Bouygues’ by the Francis Bouygues Director of Strategic Marketing positive impact into local communities. Foundation since its creation Bouygues Construction in 2005. The Francis Bouygues Foundation supports school students from underprivileged backgrounds to help them go into higher education. Here, Ludivine Velay, a veterinary surgeon and grant-holder of the Foundation. To facilitate and maintain dialogue with people living near its worksites, In the spring of 2020, the Axium (Colas) plant in Noyon, Colas created and rolled out the northern-eastern France, repurposed its production interactive solution “Hello Travaux” lines to make hand sanitiser. The switchover took just a few days to complete and the plant produced 40,000 litres of sanitiser in six weeks.

As the country ground to Engaging with and informing the wider a halt, people across France Open up dialogue local community is also vital to fostering showed their pragmatic public acceptance. Local residents can use side and focused on doing and co-design efforts the Com’in app, a product of the Bouygues “Com’in” group’s intrapreneurship programme, whatever they could to a greater audience to report worksite-related issues like noise, The name of the solution to help ease the worry. dust and traffi c disruption in real time. that received the 2020 Trophée Bringing together all stakeholders in In some cases, work is suspended de la Construction award for They were keen to share a project – whether customers, elected or adapted to reduce perceived disruption best digital worksite solution. their stories and talk about offi cials, local residents, students or senior in response to these reports. citizens – before it is launched provides their initiatives – and we an opportunity to design and offer more Bouygues Telecom involves customers were there to give them suitable and more broadly accepted in the continuous improvement of “The Smart a platform. Our news bulletins solutions. For this reason, all the Group’s its products and services, particularly City and the business segments welcome initiatives via its Customer Committee. also featured reports on based on feedback, dialogue Common the many ways businesses and consultation. TF1 also keeps permanently in touch with viewers through social media and Good” chair In 2020, Bouygues Bâtiment International published adapted quickly and nimbly The construction businesses make it the “TF1 & Vous” page of its website. Nos belles histoires – What commitment means to us, to the situation.” A joint initiative between a booklet showcasing how its employees are doing their bit a priority to listen to all residents’ diverse In 2020, TF1 launched a citizens’ consultation to support local communities, such as here in Madagascar. expectations. Meetings, participatory on the impact of the Covid-19 crisis. the Group and the academic Anne-Claire COUDRAY a institution HEC Paris in 2020. workshops, serious games and apps are The results will be shared with the presenter of TF1’s weekend news This chair aims to draw on INTERNET just some of the ways in which they are authorities and will inform TF1 and LCI bulletins during lockdown involved at all stages of a project – before programming. academic thinking for the design > Nos belles histoires – and during the work, and after handover. of its sustainable city offerings. What commitment means to us booklet FIND OUT MORE Scan this QR code (app and internet connection > Universal Registration document, (a) An educational tool based on role playing. required) Chapter 3 SEFP

52 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 53 Climate

The Bouygues group’s construction businesses work hand in hand with local authorities to develop the latter’s decarbonised transport networks. In this example, work on the construction of line B of the Rennes metro in France, between Saint-Jacques-Gaîté (in the north east of the city) and Cesson-Viasilva (in the south-west) 5 OUR GOVERNANCE

The Bouygues group enjoys a stable governance that allows it to implement its value-creation strategy over the long term. In keeping with its culture, diverse activities and unique ownership structure, the Group focuses on trust and empowerment, as well as on dialogue between the parent company and the business segments.

54 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 55 Our governance Climate

A BOARD OF DIRECTORS Work of the Board and its committees SERVING A LONG-TERM VISION in 2020 WORK BY THE BOARD ON THE GROUP’S MAJOR STRATEGIC CHALLENGES The Board ensures the Group’s strategy is followed. All major strategic decisions affecting Bouygues and its business segments Composition of the Board of Directors are reviewed during meetings. For example, in 2020, the Board reviewed the Covid-19 pandemic, the Group’s Climate strategy, the plans to acquire Euro-Information Telecom, a subsidiary of Crédit Mutuel, and the proposed sale of Bouygues-held shares in Alstom. At 18 February 2021 % % 50 50 Major operations KEY FIGURES FOR (especially acquisitions) Independent Female Board THE BOARD IN 2020 Strategic projects directorsa membersb Strategy Business plans Financing 98% 8.9 years 58 years Average attendance

Martin Bouygues Average seniority Average age Closing of Remuneration Chairman of the Board of directors of directors fi nancial statements 13 Board meetings, CONSEILBOARD of which fi ve dedicated VARIED AND COMPLEMENTARY Risks and HR policy D’ADMINISTRATIONOF DIRECTORS to the Covid-19 pandemic EXPERIENCE AND SKILL SETS internal control Employee share ownership Sector-specifi c skills 16 a Construction – Property Ethics and compliance CSR Olivier Bouygues Edward Bouygues Cyril Bouygues 7 Committee meetings, Standing representative Standing representative Governance of which four dedicated to Power – Transport – Utilitiesc of SCDM of SCDM Participations Plan of succession CSR and the Climate strategy 6 (a) Corporate social responsibility Banking – Insurance 4 Industry THE WORK OF THE THREE SPECIAL COMMITTEES IN 2020 4 Telecoms Audit Committee Ethics, CSR and Selection and 4 Patronage Committee Remuneration Committee Anne-Marie Idrac Colette Lewiner Clara Gaymard Media Benoît Maes Anne-Marie Idrac Colette Lewiner 3 Chair Chair Chair Civil service Recurrent work: Recurrent work: Recurrent work: 2 • Oversees the fi nancial statements • Ensures compliance with the Group’s • Gives its opinion to the Board on and fi nancial information preparation values and rules of conduct appointments and term-of-offi ce process • Monitors issues relating to compliance, renewals of the directors, Professional skills • Verifi es the effectiveness of internal CSR and changes to business models the CEO and Deputy CEOs control and risk management • Tracks implementation of sustainable • Gives its opinion on the composition Alexandre de Rothschild Benoît Maes Rose-Marie Senior executive in a large group systems development roadmaps by the business of committees to the Board Van Lerberghe 8 • Reviews the risk map and major segments • Presents proposals to the Board Finance litigation • Gives its opinion on patronage of Directors on remuneration policy and on the amount of remuneration 6 • Monitors the work of auditors initiatives to the Board • Approves new compliance programmes paid to corporate offi cers International experience and revisions to the Code of Ethics • Recommends policy for stock 5 and to existing compliance programmes option awards Digital 4 In 2020, the committee also reviewed In 2020, the committee also In 2020, the committee also reviewed Bernard Allain Béatrice Besombes Raphaëlle Defl esselle CSR (Corporate social responsibility) cybersecurity policies, arrangements participated in the drafting of the the annual variable remuneration 4 for managing the Covid-19 crisis Group Climate strategy and reviewing of Executive offi cers in light of and the organisation and selection the mechanisms stemming from the the Covid-19 crisis Member of the SCDM group Human resources of auditors Sapin 2 law implemented by the Group Independent director 2 6 meetings 5 meetings 5 meetings Non-independent external director 100% average attendance 100% average attendance 100% average attendance Director representing employees Director representing (a) Excluding directors representing employees and employee shareholders. employee shareholders (b) Excluding directors representing employees. FIND OUT MORE Michèle Vilain (c) Water, electricity and other public services. > Universal Registration Document, section 5.3, Board of Directors 56 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 57 Our governance Remuneration

The remuneration policy, which is tailored to each employee and based on merit, is an integral part of Bouygues’ culture. The Group is careful to set fi xed remuneration at a level that adequately compensates its people for their skills, performance and potential – in all its entities and in every country. The overall remuneration package is designed to reward employees SENIOR MANAGEMENT TEAM for meeting or surpassing personal and team targets. AND REMUNERATION PRINCIPLES GENERAL REMUNERATION PRINCIPLES FOR EMPLOYEES AND SENIOR EXECUTIVES • In France, over 90% of employees benefi t from compulsory or voluntary profi t-sharing agreements Giving employees • Since 1999, there have been fourteen leveraged capital increases reserved for employees Bouygues’ Group Management Committee is comprised of the Executive Offi cers of the parent company and the heads of the business segments, a share in profi ts • Close to 700 senior executives and high-fl yers benefi t from the Group’s long-term incentive plan (stock options) who all have vast experience within the Group. Each business segment defi nes its own business strategy within the framework of the overall vision • 52,000 employee shareholders hold over 20% of the Group’s share capital as determined by the parent company. As such, the business segments work to meet the major challenges facing the Group whilst retaining a • Decisions on pay are made transparently, involving all relevant parties • Throughout the year, the Group analyses internal wage levels and benchmarks remuneration against peers great deal of freedom in managing their own operations. Continuous and constructive dialogue between the parent company and the business Ensuring fair pay segments is pivotal in ensuring harmonisation and coordination at the highest level. and competitors in France and in its other key markets • Performance criteria linked to results and potential are factored into remuneration systems • Bouygues offers an employee share ownership plan, with regular upward revisions of company top-up contributions • Alongside their remuneration package, staff are entitled to employee benefi ts, membership of a collective retirement GROUP MANAGEMENT COMMITTEE Offering a comprehensive savings scheme, training programmes, and more at 18 February 2021 package • The BYCare programme guarantees a common core of employee benefi ts across all Group companies, in line with best practice in every country where Bouygues does business Bouygues SA: • The Bouygues group signed up to a retirement savings plan in October 2020 The parent company has a signifi cant presence Refl ecting contextual factors • The Group’s attractive remuneration policy is calibrated to professions, specifi c profi les, geographies and performance on the boards of each of the Group’s fi ve business segments, enabling it to help defi ne a their strategy and play an active part in making REMUNERATION OF EXECUTIVE OFFICERS Olivier Roussat their important decisions. Trend in remuneration and pay ratio Chief Executive Offi cer In 2020, the duties entrusted to Olivier Roussat Martin Bouygues Olivier Roussatb were extended, particularly following the departures 61 58 57 of Philippe Marien and Olivier Bouygues, both Deputy CEOs. 54 56 55 52 46 The Board of Directors therefore decided to align his fi xed annual remuneration with market practices. In light of the exceptional circumstances related to the Covid-19 pandemic, the Board of Directors meeting 23 26 of 28 July 2020 decided to reduce the overall remuneration of Executive Offi cers (fi xed and variable) by 25% for 2020. 42. 72. 72. 92. 50. 1 2.5 Edward Bouygues Pascal Grangé Jean-Manuel Soussan 2 2.6 2.6 Annual remuneration (€m) c Deputy CEO Deputy CEO Senior Vice-President 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 Pay ratio Telecoms development, Chief Financial Offi cer Group HR Director CSR and Innovation Remuneration structure for 2021 Following changes within the Group’s senior management team, the Board of Directors has revised the remuneration policy for Executive Offi cersd. The main changes relate to annual and long-term variable remuneration, which are now linked to Group progress Senior management of the business segments: on matters including gender balance and the Climate strategy. The calculation methods have also been adjusted to eradicate overlaps between criteria. Each business-segment head attends PROPOSED CHANGES CRITERIA AND CONDITIONS all Bouygues group Board meetings. FOR 2021 GOVERNING REMUNERATION

Fixed remuneration Adjustments to fi xed remuneration: Fixed remuneration is determined according • Martin Bouygues: €490,000 (€920,000 in 2020) to the level and complexity of the person’s • Olivier Roussat: €1,500,000 (€1,250,000 in 2020) n.a. responsibilities, experience in the post Determination of fi xed remuneration: and length of service with the Group, and • Pascal Grangé: €920,000 practices followed by groups or companies • Edward Bouygues: €400,000 carrying out comparable activities. • Business performance Annual variable remuneration • The annual variable portion includes new • Financial structure criteria related to attainment of the business Annual variable remuneration is designed to • Progress on a strategic priority Philippe Bonnavea Pascal Minaultb Frédéric Gardès Gilles Pélisson Richard Viel segments’ strategic priorities, and to progress make executive pay contingent on attainment • Extra-fi nancial performance: compliance, health Chairman and CEO Chairman Chairman and CEO Chairman and CEO Chairman and CEO on the Group’s Climate strategy and Gender of annual targets and progress on strategy, and safety, Climate and Gender balance strategies, of Bouygues Construction of Bouygues Immobilier of Colas of TF1 of Bouygues Telecom balance plan. in a manner consistent with corporate interests. management Long-term variable remuneration • A new long-term incentive plan in the form of an • A continuing employment condition. award of existing free Bouygues shares has been The long-term variable component links pay • Long-term variable pay is contingent on business rolled out for all Executive Offi cers, with identical to the attainment of medium- and long-term performance (ROCE), share performance (relative TSR) performance criteria for all members. targets and strategic priorities, as well as and extra-fi nancial performance (Climate and Gender In line with practices at the parent company, the Boards of Directors of each business segment are supported by committees that • New extra-fi nancial performance criteria strengthening alignment between the interests balance strategies). enhance their decision-making in areas such as audit, business ethics and remuneration. of executives and minority shareholders. have been introduced.

n.a.: not applicable.

(a) In August 2021, Pascal Minault will succeed Philippe Bonnave, following the latter’s decision to retire, as Chairman and CEO of Bouygues Construction. (a) On condition of approval by shareholders at the Annual General Meeting on 22 April 2021. (b) On 19 February 2021, Bernard Mounier will succeed Pascal Minault as Chairman of Bouygues Immobilier. (b) As Olivier Roussat was appointed Deputy CEO on 1 September 2016, the remuneration indicated for 2016 corresponds to the September-December period. To calculate the pay ratio, his remuneration for 2016 was annualized. (c) Calculation based on employees’ average remuneration. The calculation methods are shown in the Universal Registration Document. (d) From 17 February 2021, the remuneration policy applicable to the Chairman of the Board of Directors only includes a fi xed remuneration component as well as remuneration for his duties as a director. 58 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 59 Our governance

ETHICS AND COMPLIANCE: Exercising our duty of vigilance

The Bouygues group is intent on preventing serious infringements of human rights and safeguarding its personnel A PERMANENT COMMITMENT and the environment. In 2020, it published its fourth vigilance plan.

The vigilance plan aims to identify risks, prevent violations and address safeguarding concerns arising from the business BY THE GROUP activities of the Bouygues group, its subsidiaries, and the subcontractors and suppliers with which it maintains an established business relationship. It is an integral part of the Group’s policy on business ethics and has been implemented in each of the five business segments. In 2006, the Bouygues group introduced a Code of Ethics, which sets out the essential values to which the Group and its employees are expected to adhere in performing their professional duties. It is intended to help employees make decisions in real-life situations Pinpointing the main risks by reference to clear and precise principles. Each business segment has identified, analysed and ranked its risks. The main risks for the Group are connected with: • risks relating to environmental damage and pollution caused by the activities of its business segments, and to climate adaptation; Certain major themes have since been expanded on in full compliance programme documents. The Ethics, CSR and Patronage Committee, a driving force within this domain, is systematically informed whenever serious shortcomings are observed and monitors the remedial • human rights abuses such as contracting work that may result in population displacement and excessive working time; measures. • risks relating to security, workplace accidents, occupational illnesses and the health impact of the Covid-19 pandemic; and • risks relating to purchasing and supplier relations. CODE OF ETHICS 5 COMPLIANCE PROGRAMMES Vigilance plans

CODE FINANCIAL COMPETITION ANTI-CORRUPTION “GIFTS AND Formally identifying these risks has led to tougher existing measures OF ETHICS INFORMATION COMPLIANCE COMPLIANCE INVITATIONS” AND SECURITIES PROGRAMME PROGRAMME POLICY TRADING and new prevention and mitigation actions. Specific Group-wide COMPLIANCE PROGRAMME governance measures have been implemented by each business segment to oversee these action plans, resulting in higher levels of collaboration among the departments concerned. These measures were presented to the Bouygues Ethics, CSR and Patronage Committee.

The Group-wide CSR Charter for Suppliers and Subcontractors, which was updated in 2019, sets out the key commitments that must Code of Ethics Financial information Competition Anti-corruption “Gifts and invitations” be upheld by companies wanting to do business with the Group. and securities trading policy This document is appended to orders and/or contracts managed by each purchasing department within the Group. Failure to uphold these rules can lead to measures up to and including termination CONFLICTS EMBARGOES OF INTEREST AND EXPORT COMPLIANCE RESTRICTIONS of the contract. PROGRAMME COMPLIANCE PROGRAMME The Group uses a range of resources – including the EcoVadis platform and the Acesia system run by Afnor, the French standards agency – to assess the CSR performance of suppliers and subcontractors that have signed master service agreements with its business segments. This means that suppliers and subcontractors can be included in remedial measures. In the past two years, 7,841 CSR assessments Conflicts Embargoes and have been carried out. Each business segment ensures, through of interest export restrictions external audits, that their suppliers uphold the CSR obligations incumbent upon them. Construction of a 1.1-km taxiway at Los Angeles international airport In these compliance programmes, the Group reiterates the main Whistleblowing mechanism regulations and rules of conduct that are applicable, and specifies To receive and process all whistleblowing all and guarantees both the anonymity of the measures for information, prevention, control and penalties alerts, including those relating to due the whistleblower and also of the persons that are to be implemented within the business segments. diligence obligations, the Group has set implicated by the alert, as well as the up a whistleblowing facility whereby confidentiality of all related information. The Code of Ethics and the compliance programmes, which are disseminated the Ethics Officer of the business segment to employees, are updated regularly based on feedback. In 2017, concerned can be contacted via The platform is available at: an extensive review was carried out to update them, resulting in a new a dedicated platform. It is accessible to https://alertegroupe.bouygues.com programme on embargoes that was subsequently disseminated to employees. In 2020, the Group also published a new “Gifts and invitations” policy, setting out guidance on when and how employees are permitted to offer or accept gifts and invitations in the course of their professional duties. Colas employees in France and worldwide gained The corporate whistleblowing facility was also revised subsequent access to “Fair Play”, a serious gamea that explores to enactment of France’s Sapin 2 anti-corruption and transparency law. issues relating to ethical best practice.

As with the parent company, each business segment has its own Ethics committee and Ethics officer. In 2020, the Ethics, CSR and Patronage Committee and the Board of Directors reviewed the Group’s Climate strategy and took stock of the measures and mechanisms implemented under the Sapin 2 law. FIND OUT MORE

(a) An app that combines the serious aspects of instruction with the fun aspects > Universal Registration Document, The Code of Ethics is available at bouygues.com. of role playing. Chapter 3 SEFP

60 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 61 Our governance

MANAGING THE RISKS INHERENT Major risks identifi eda TO THE GROUP’S BUSINESS ACTIVITIES BUSINESSES EXAMPLES OF ACTIONS RISKS IMPACT CONCERNED IMPLEMENTED

Risk management is based on the principles which guide employees, namely: • Operational risks associated • Specifi c process for approving and managing major prudent thinking, application of experience, pre-emptive action and long-term with major projects in the design •• projects, with fi ndings shared with senior management vision, transparency and collegial decision-making. or execution phases CONSTRUCTION • HR risk, loss of expertise • Spotting skills and talents, making professions BUSINESSES and talents •• more appealing to potential employees

• Risks associated with cycles • Cautious management of the land bank Risk management procedure in the property market •

Each year, the major risks – from strategic and operational to fi nancial, legal, IT and ethical risks – are identifi ed and assessed at the operating entity, business segment and Group levels. Action plans are drafted and monitored to improve control over these risks. • Competitive environment, • Audience quality, innovation in content, products MEDIA emergence of new uses and services, maintaining the edge over competitors and players •

MAPPING • Network quality and customer experience which Senior management Senior management • Competitive context THE OPERATING of the operating of the business give Bouygues Telecom a reputation as the operator and market trends ENTITIES’ RISKS entities segments •• that people can trust TELECOMS Operating • Site security, business continuity plan, entities • Loss of service •• crisis management plan

• Investment committees set up, systematic review • Acquisitions and diversifi cation process, defi nition and monitoring of risks Business segments’ • Board of Directors MAPPING THE FIVE One meeting devoted to the Business segments’ BUSINESS SEGMENTS’ • Protective mechanisms for systems and data business segments’ multi-year Audit Committee • Supervision, web surveillance and security MAJOR RISKS • Cybersecurity strategic plans and the risk incident management maps related to these plans Business and business continuity • • Cyber-risk insurance, audits, cyberattack simulations, segments partnerships BOUYGUES SA/ GROUP • Wide dissemination of the Group Code of Ethics, compliance programmes and the Internal Control • Compliance and ethics • Reference Manual; visible commitment from executives, training

Bouygues • Climate change risk: Board of Directors • Presentation of the Group’s climate strategy impact of climate change MAPPING THE GROUP’S and decarbonisation targets Bouygues Audit One meeting devoted to the on the Group’s operations, MAJOR RISKS Committee • Adapted products and services, helping customers business segments’ multi-year and the consequences of the • strategic plans and the risk become more energy effi cient Group adapting to this change Group maps related to these plans

Estimated impact and probability of occurrence, on a scale of 1 to 2, from moderate importance to signifi cant importance

(a) Other major events such as the worldwide Covid-19 pandemic may occur and have an impact on business activity. This procedure, which follows an annual cycle, involves a large number of operational and support employees who work to supply regular, transparent information to governance bodies and share expertise between generations.

FIND OUT MORE > Universal Registration Document, Chapter 4, Risks and risk management

62 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 63 OUR OVERALL PERFORMANCE About this Integrated Report

This Integrated Report has been proposed by IIRCa , it is the result Main changes since the previous written with all Bouygues group of collaboration between the report: this fourth Integrated investors, employee shareholders, Group’s senior management Report includes a detailed overview Factored into the calculation staff members and other and departments at the parent of Bouygues’ business model a of Executive Offi cer HUMAN CAPITAL 2018 2019 2020 remuneration SDG* stakeholders in mind. company and in each of the fi ve and of the Climate strategy of the business segments. Group and its business segments. 2020 2021 Purpose: to provide an overview of the Bouygues group, its priorities Scope: this report covers fi scal Readers are invited to send • Workplace accident 5.2 4.9 5.1 ■ ● 8 and its business segments, year 2020. The methodology and their questions and comments to: frequency rate and explain how it creates long-term the scopes of the indicators are value – both fi nancial and shown in the Group’s Universal • Percentage of women extra-fi nancial – for its stakeholders. Registration Document (available occupying the grade of 19.7% 20% 20.7% ● 5 from 18 March 2021). department head or higher Methodology: drawing inspiration [email protected] from the benchmark framework • Number of employees 66,903 83,612 80,165 8 trained (a) International Integrated Reporting Council

• Number of employees 1,918 1,860 1,927 8 with disabilities Overview of Group publications

ECONOMIC CAPITAL € million • Sales 35,555 37,929 34,694 9 - 11

• Current operating profi t 1,564 1,676 1,222 ■ ●

• Net profi t attributable to the Group 1,308 1,184 696 ■ ●

• Net debt 3,612 2,222 1,981 ■ ●

• Return on Capital 9% 8% 6% ● Employed (ROCE) UNIVERSAL REGISTRATION DOCUMENT Business, fi nancial, accounting, legal, human resources, environmental • Share price b -8% +20.9% -11.2% ■ ● and social information for the previous year (regulated information). performance Filed with the AMF (the French securities regulator) every year.

NATURAL CAPITAL

• Carbon emissions 17 17.4 15.9 ● 13 millions of tonnes of CO2 equivalent

• Carbon intensity

tonnes of CO2 equivalent/€ million 502 486 461 ● 13 of sales

• CDP’s Climate Change INVESTOR PRESENTATIONS A list score AA-A- 13 Presentation of the Bouygues group’s results, strategies and outlook. • Proportion of Colas quarries and gravel pits working to promote 51% 52% 44% 15 biodiversity

■ criterion or performance condition factored into variable remuneration ● theme factored into the criteria and performance conditions of the 2021 remuneration policy (a) The 2018 fi nancial indicators have been restated to refl ect the effects of the application of IFRS 16. (b) Share price performance after market close between 1st January and 31 December. BOUYGUES.COM AND SOCIAL NETWORKS All the news, information, publications and job offers of the Bouygues group. (*) It is Bouygues’ policy to help attain the UN Sustainable Development Goals (SDG), with a focus on these fi ve, which are tightly connected to its core businesses.

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64 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES GROUP 32 avenue Hoche F-75378 Paris cedex 08 Tel.: +33 (0)1 44 20 10 00 bouygues.com Twitter: @GroupeBouygues

BOUYGUES CONSTRUCTION Shareholders Challenger and investors 1 avenue Eugène Freyssinet – Guyancourt Karine Adam Gruson F-78061 Saint-Quentin-en-Yvelines cedex Investor Relations Director Tel.: +33 (0)1 30 60 33 00 Tel.: +33 (0)1 44 20 10 79 bouygues-construction.com [email protected] Twitter: @Bouygues_C BOUYGUES IMMOBILIER Registered share service 3 boulevard Gallieni Gaëlle Pinçon – Marie-Caroline Thabuy F-92445 Issy-les-Moulineaux cedex Tel.: +33 (0)1 44 20 10 61/11 07 Tel.: +33 (0)1 55 38 25 25 [email protected] bouygues-immobilier-corporate.com Twitter: @Bouygues_Immo Group Corporate COLAS Communications department 1 rue du Colonel Pierre Avia Tel.: +33 (0)1 44 20 12 01 F-75015 Paris (press offi ce) Tel.: +33 (0)1 47 61 75 00 [email protected] colas.com Twitter: @GroupeColas TF1 1 quai du Point du jour F-92656 Boulogne-Billancourt cedex Tel.: +33 (0)1 41 41 12 34 groupe-tf1.fr Twitter: @GroupeTF1 BOUYGUES TELECOM 37-39 rue Boissière F-75116 Paris Tel.: +33 (0)1 39 26 60 33 corporate.bouyguestelecom.fr Twitter: @bouyguestelecom

February 2021 • Bouygues group • Translation: Martin Hemmings and the Bouygues SA Translation department • Design and production: • Printed by: DEJA LINK (Seine-Saint-Denis) • Accessible digital version: Ipedis.

Accessibility: from 5 April 2021, the interactive version of this document will comply with accessibility standards for web content (WCAG 2.1) and have ISO 14289–1 certifi cation. Its ergonomic design will allow people with motor disabilities to use keyboard commands to browse the document. It is accessible to people with impaired vision and has been tagged so that it can be transcribed vocally, in full, by screen readers from any computerised device. The PDF has been comprehensively tested and validated by a non-sighted expert.

Certifi ed against the NF T 51–800 standard, the Biopress HC mailing fi lm used to send this publication to Group employees is home compostable and 100% bio-based.

NB: some of the photos used in this report were taken before the Covid-19 health crisis and therefore before the wearing of masks was made obligatory.

Photo credits/artists impressions: J.-P. Baltel/MI2/TF1 (p. 44), F. Berthet (p. 39, 47, 49, 53), D. Bleuset (p. 28), Bouygues Energies & Services Japan (p. 29), Bouygues Immobilier (p. 28), Bouygues SA (p. 40), Bouygues Telecom (p. 5, 16, 51), Bouygues Travaux Publics (p. 45), Y. Chanoit (p. 16, 32), C. Chevalin/TF1 (p. 5), D. Cocatrix (p. 41), A. Compain/Shutterstock Custom (p. 29), J. Cresp (front cover, inside back cover), Daesign (p. 60), A. Da Silva (p. 48, 56, 58), V. Defest (p. 60), diff. Kommunikation AG (p. 33), N. Dohr (p. 28, 36-37, 40), S. Duparc (p. 54-55), SO Dupont Renoux (p. 5, 12-13, 39-40), L. Fabry (p. 28), A. Février (p. 2-3, 35, 46, 49, 56, 58, 64), C. Fouquin (p. 32), M. Foyet/MyProd (p. 48), Isabelle & Philippe Gesret (p. 53), D. Giannelli (inside front cover), N. Grosmond (p. 18-19, 23), Ideol Bouygues Travaux Publics Centrale Nantes Above all (p. 29), N. Imre (p. 50), S. Jouve/Colas (p. 45), J.-F. Labat (p. 56, 58), N. Lascourrèges (p. 32), C. Lau (p. 39), Losinger Marazzi (p. 52), S. Loubaton/Capa Pictures (p. 1, 14, 53, 56, 58), J. Lutt/Capa Pictures (p. 56, 58), C. Mangin (p. 44), Merlin Photography Ltd (p. 29), F. Momayez/MyPhotoAgency (p. 31), A. Montaufi er (p. 28), S. Nivens/Shutterstock (p. 16), NMC Production/Colas (p. 45), A. Popov/Shutterstock (p. 16), Proloog (p. 44), S. Tetu (p. 16, 47), TEC Production (p. 34), O. Timmers/Capa Pictures (p. 43), Upperview Productions Sarl (p. 31), R. Weston (p. 43), Xenozis/Colas (p. 52) Architects: ADDP Architect LLP (p. 42), Atelier 5 (p. 33), Diener & Diener Architekten (p. 29, 31), IF Architectes (p. 23), IttenBrechbühl/Ferrari Architectes/Magizan/Tribu Architecture/Wilmotte & Associés/V W A (p. 52), Linkcity/Valode & Pistre (p. 18, 29), Tadao Ando Architect & Associates, NeM/Niney et Marca Architectes, Pierre-Antoine Gatier (p. 64), VenhoevenCS et Ateliers 2/3/4/ (p. 44), Weber Keiling Architectes (p. 28), UrbanEra/François Leclercq Architectes Urbanistes/Mekene (p. 48)