2019 INTEGRATED REPORT MAKING PROGRESS BECOME REALITY Contents Foreword by the Chairman and CEO

In the last few weeks, the world has been hit hard by the Covid-19 pandemic. I share in the grief and suffering of all those affected by this disease. My thoughts go out especially to our employees, customers, suppliers, partners and other stakeholders harmed by this scourge.

In the midst of this crisis, the Group is working hard to ensure business continuity wherever possible and is implementing action plans to mitigate the impact on its sales and profitability. In this context, Bouygues intends to act above all as a 1 Bouygues group responsible corporate citizen. We have prioritised the health and safety of our employees, overview service providers, suppliers and customers. It is also our What we do, our businesses, intention to maintain our employees’ level of remuneration and roll out teleworking on a mass scale. In France, we have corporate culture and 2019 results taken the necessary measures to ensure that essential services p. 2-11 continue to be provided to the population, such as good quality telecoms networks, suitable media content and facility management at critical sites such as hospitals. We have also decided to withdraw the resolution setting a dividend, to 2 Our ecosystem have been proposed to the Annual General Meeting, pending The major underlying trends a decision by the Board of Directors in August. Furthermore, that impact our business segments we have taken a number of initiatives in support of healthcare services in and outside France and we are adapting payment p. 12-17 terms for the Group’s microbusiness and SME partners.

Bouygues is fully prepared to deal with this unprecedented 3 The strategy of crisis. In the long term, all our business segments are able to drive growth because they meet essential and constantly the Group and of its changing needs for housing, transportation, communication, information and entertainment. The diversity of our businesses, business segments the stability of our ownership structure and the strength of our “Our strategy draws on balance sheet are all major strengths. Our strategy draws on Strategies adapted to a long-term robust fundamentals and is not undermined by this pandemic. robust fundamentals. vision The Group’s Climate strategy is based on a wide range of Bouygues is fully p. 18-31 low-carbon solutions and a reduction in the greenhouse gas emissions generated by our activities. A target compatible prepared to deal with with the Paris Agreement (to keep the global increase in 4 Our pledges temperatures to below 1.5°C), supported by an action plan, will be defined by the end of the year, with a view to cutting this unprecedented What drives us forward the Group’s greenhouse gas emissions by 2030. crisis.” in our transformation We regard our human resources policy as a priority, with its p. 32-49 first pledge being to promote the career development of all our employees. The encouraging results achieved this year in the area of health & safety are tangible proof of this. The Group 5 Our governance is ranked in four international Socially Responsible Investment indices known for their very selective admissions process. A governance that supports our long-term strategy I know I can count on the commitment of each person in the Group and I would like to thank our customers and shareholders p. 50-59 for their confidence.

FROONTN CCOVVER:R TakTaT kingngn ttimem too rerelaxax inn thet ggrreeneee spaspsp cess ofo BiB otooto pepe,e ththe newe headdqdquartartterersers of theeL Lillllle metetropoopo lititaan dare autauautthoro ityty progress AerAe ialal viiewe of O’m’mmegeega1,1 the firfi stt floatitint ng solalarrf farmararm inn Francaance 23 April 2020 Since helping our employees develop their careers is andd aalsoso thet laargergestt inn EurE ope (P( iliolence , Martin Bouygues one of the Group’s core pledges, this visual indicates sououuth-h-h east Franancece), which h willll sus pplpp y powpoowerr to tththeh tot wnwn’’s 4,70,77700h0 homomemees the initiatives which allow their talents to flourish.

BOUYGUES • 2019 INTEGRATED REPORT • 1 1 BOUYGUES GROUP OVERVIEW

Bouygues is a diversified services group. Operating in strong growth potential markets and present in over 90 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.

The ongoing Monaco offshore extension project was designed with the environment in mind, featuring ecological adjustments and artificial reefs designed to safeguard biodiversity in the area.

2 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 3 Bouygues group overview

BOUYGUES AT A GLANCE The Group’s business model and four pledges

It is the Bouygues group’s firmly-held belief that meeting essential day-to-day needs ARED D A SH BUSI AN NES S S with an ethical and responsible attitude helps drive improvement for society as a whole. TH CU G LT EN U Each and every solution offered by the Group is designed to enhance people’s lives. R R Promote each T E Develop sustainable S CTION BUS employee’s career RU INE solutions with Bouygues’ mission, spearheaded by its dedicated workforce, is to make life better every day. ST SS development N E and for our customers O S Motivated by challenge and genuine passion, our people apply their talents and expertise C through three sectors of activity.

WHAT WE DO Make life One mission, three sectors of activity better every day M S

E M D I O SIMPLIFIED ORGANISATION CHART A C E at 31 December 2019 L As a promoter of E sustainable and smart T mobility, Alstom is Help build harmonious Simplify a world leader in integrated transport communities everyday life (since 2006) systems with a presence 14.7% in over 60 countries.

CONSTRUCTION BUSINESSES MEDIA TELECOMS A LONG-TERM VISION TO CREATE SUSTAINABLE VALUE AND SHARE IT WITH ITS STAKEHOLDERS

(1952) (1956) (since 1986) (since 1987) (1994) 100% 100% 96.6% 43.7% 90.5%

As a developer, builder and operator, As France’s leading media group, Bouygues Telecom is a major player Bouygues is active in building TF1 provides an extensive content in the French telecommunications and civil works, energy and services, offer and range of associated market providing BtoC and BtoB property development and transport services. The group is also connectivity solutions. It provides infrastructure. Its operations an established player in the networks, products and span over 90 countries, and it is TV production and digital sectors. services adapted to the needs the sixth-largest construction groupa of its 22 million customers. in the world.

Operating in over 90 countries, the Bouygues group FIND OUT MORE stands out due to the great diversity of its business activities and expertise. In this photo, the Ocean Cay > The Group’s 2019 Universal worksite in the Bahamas. (a) ENR Top 250 Global Contractors, August 2019. Registration Document

4 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 5 Bouygues group overview

FUNDAMENTALS OF OUR CULTURE THE GROUP’S STRENGTHS

At Bouygues, people are the Group’s most important resource. This means that their mindset, Backed by a shared culture, our business segments, on top of their diverse activities, just as much as their skills, is key to our success and progress. The fundamentals of the Group’s embody four strengths that shape the identity of our unique Group. culture provide the framework through which each business segment expresses its own values and specific culture. They are the cornerstone – encouraging commitment and a personal touch from all our employees.

Respect Respect is a key value for the Group. 130,500 dedicated High value-added Respect fosters dedication and cohesion employees products and services among Bouygues’ employees – an essential component of the Group’s success. It shines Every day, the women and men of Bouygues bring an Each business segment aims to stand out from the through in our staff’s exemplary conduct, unparalleled sense of dedication, passion and duty competition by offering high value-added solutions their commitment to keeping their word and to their responsibilities. Drawing on a strong Group and user experiences. This has made Bouygues a to ethical behaviour, and in the care they take to ensure everyone’s safety. For the Group, culture, they openly embrace challenge and adhere to benchmark in complex infrastructure and sustainable each and every person is important. Imparting expertise high standards of quality for the benefit of customers, construction projects. But more than that, it strives both individually and as part of a team. to be a “creator of better living” in housing, urban Bouygues’ success depends on the skills environments and mobility, or by simplifying the and expertise of its people, which are developed digital experience for its telecoms customers. Within over time. Learning, developing and imparting knowledge are what drive the relations between its media businesses, the Group helps boost the people at the Bouygues group. They also allow effectiveness of advertisers’ campaigns by providing our employees to progress and develop their tailored target audiences. talents. On worksites, imparting experience also enables teams to identify the best response to potential risks. This culture of imparting expertise, which strengthens intergenerational bonds, is a key source of pride.

Spans the entire A selective long-term value chain presence worldwide In order to maintain direct contact with their In addition to its strong presence in France, Bouygues customers, the Group’s business segments employ has pursued long-term expansion into international their standards of operational excellence and markets. It has done so in a selective manner, for Trust efficiency to span the entire value chain. As a result, example establishing itself in Australia, Canada, they have become highly skilled in incorporating the the US, the UK and in Switzerland by taking advan- Trust is essential to the running of Bouygues, since best internal and external expertise into the Group, tage of only those growth opportunities that meet its business segments enjoy a large amount of Creativity engaging with partners of all sizes, ranging from its risk-management standards. Today the Group freedom in conducting business and managing Creativity is what drives the Group start-ups and SMEs to major groups. operates in over 90 countries. International business operations. Closely related to respect, trust towards ever greater innovation. flourishes where there is attentiveness, sincerity It leads to innovative solutions that not accounts for half of its construction businesses’ sales. and transparency at all levels of the company. only meet our customers’ expectations It promotes job satisfaction and efficiency but also reinforce our competitiveness among employees, enabling them to work more in increasingly complex environments. independently and empowering them, resulting in In addition, creativity enriches our better recognition and more fulfilling career paths. employees’ work and galvanises motivation, commitment and sense of initiative.

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2019 GROUP KEY FIGURES

People are at the heart of the Bouygues group Construction businesses continue to grow internationally 130,500 No.1 84% countries % % employees The CAC 40 company with the highest Turnout in workplace 92 54 52 worldwide level of employee share ownership elections in France International headcount of International sales of (19.3% of the share capital) the construction businesses the construction businesses

70% 19.2% SALES AND HEADCOUNT OF THE CONSTRUCTION BUSINESSES of the subsidiaries outside France Women managers BY REGION have an official employee in the Group representative body (+0.7 points)a

(a) Versus 2018. €14.3bn €6.6bn Robust financial performance 54,380 24,081 €37,929m €1,676m €1,184m Sales Current operating Net profit attributable €4.5bn profit to the Group 10,131 € €1.2bn 3bn 12,814 15,684 €2,222m €815m

Net debt Free cash flow France after WCRb Europe (excl. France) (excluding Alstom dividendsc) Asia-Pacific Africa and Middle East (b) Net cash flow (determined after (i) cost of net debt, (ii) interest expense on lease obligations and (iii) income taxes paid), minus net capital expenditure and repayments of lease obligations. It is Americas calculated after changes in working capital requirements (WCR) related to operating activities and excluding 5G frequencies. (c) €341 million in 2019.

A strong environmental commitment A socially-responsible Group

A- 3rd €64m 889 The Group’s score in the Carbon The Group’s ranking in France spent on patronage students awarded a grant by Disclosure Project’s Climate by the Low-Carbon Building and sponsorship the Francis Bouygues Foundation Change A list in 2019 Association (BBCA) (of which 418 graduatesa)

(a) Since the launch of the Francis Bouygues Foundation in 2005.

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VALUE CREATION AND FINANCIAL Financial and extra-financial ratings Bouygues is ranked on the leading FINANCIAL RATINGS sustainable development indices and RESULTS IN 2019 has an A- score in the Carbon Disclosure Project’s Climate Change A List. 31 December 2019 The redistribution of the financial flows generated by the Bouygues group has a positive Long-term Outlook impact on regional economic development and appeal. Investing in the Group’s future growth contributes to sustaining this positive impact. STANDARD & POOR’S A- Stable MOODY’S A3 Stable

Financial flows generated by the Group in 2019 2019 full-year results

The Bouygues group achieved its full-year targets in 2019 with robust results in its three sectors of activity and a high level of cash generation.

STRONG COMMERCIAL MOMENTUM ROBUST RESULTS WITH FULL-YEAR from Alstome and from the €109-million TARGETS ACHIEVED increase in free cash flowf generation CAPITAL Suppliers, service providers and subcontractors The backlog in the construction businesses c at Bouygues Telecom, which achieved INCREASE 25,214 remained stable at a very high level The Group’s sales were up 7% year-on-year Employees of €33 billion at end-2019. International to €37.9 billion, driven by all businesses. its target of €300 million in 2019. Group 182 g 6,482 business represented 62% of the backlog As expected, Group profitability improved: free cash flow after WCR of €815 million FLOWS REDISTRIBUTED State and local authorities at Bouygues Construction and Colas. current operating profit increased excluding the Alstom dividends increased d TO STAKEHOLDERS 3,011 TF1’s audience share of key targets €112 million to €1,676 million versus 2018. two-fold versus 2018. Finally, the Group 35,688 Shareholders stabilised at a high level in 2019, with Current operating margin adjusted for strengthened its financial structure. Net e 710 32.6% of women under 50 who are Axionec rose by 0.3 of a percentage point debt came to €2.2 billion at end-2019, Banks purchasing decision-makers. Bouygues to 4.4%. Net profit attributable to the versus €3.6 billion at end-2018, benefiting 207f Telecom maintained strong commercial Group was down €124 million year-on- from the positive €1.4-billion impact of Communities momentum, adding 653,000 new mobile year to €1,184 million due to a decline in Alstom (dividends and sale of 13% of share g a d capital). SALES 64 plan customers (excluding MtoM ) during non-current income , mainly at Bouygues b 37,929 39,660b the year. The number of FTTH customers Telecom. Group free cash flow rose reached 1 million, out of 3.9 million fixed €553 million to €1,379 million. It notably line customers in total. benefited from the increase in dividends

1,602 NET INVESTMENT Net capital expenditure from activities 1,926 324 Financial investment Outlook for 2020 DISPOSAL OF FINANCIAL On 1 April 2020, the Bouygues group published a press release However, it is too early to give any new guidance at this point. ASSETS to inform the financial markets that the unprecedented health crisis Due to Covid-19’s limited impact on its activity to date, AND OTHER 1,390h caused by the Covid-19 pandemic would have a significant impact Bouygues Telecom has suspended its 2020 guidance (growth 1,549a Increase in net cash on its 2020 results. As a result, it appears that the 2020 guidance for in sales from services of around 5%, free cash flow of over the Group, the construction businesses and TF1 cannot be achieved. €300 million, with increasing investment expected to be between The guidance was as follows: €1.1 and €1.2 billion excluding frequencies) until there is far greater • for the Group, free cash flow generation after WCR of €1 billion visibility on the duration of the health crisis in France. Finally, in 2020, with the contribution from all three sectors of activity; the Group confirmed its 2030 greenhouse gas emissions reduction • for the construction businesses, an expected improvement target. In 2020, it will define a target compatible with the Paris in the current operating margin in 2020 versus 2019; Agreementh and the Group’s five business segments will prepare (a) Including Alstom dividends. • for TF1, a double-digit current operating margin and cost an action plan. (b) In addition to the financial flows redistributed to stakeholders, net investment and the increase in net cash, this figure of programs at €985 million in 2020. also includes the difference between income taxes owed and income taxes paid, the change in the working capital requirement and other items totalling €656 million. (c) Purchases and other external expenditure. (d) Income tax, social security contributions and other taxes. (e) 2018 dividends paid in 2019, of which €77 million paid to employees. (a) Machine-to-Machine. (f) Free cash flow = net cash flow (determined after (i) cost of net debt, (ii) interest (b) Fibre-To-The-Home. expense on lease obligations and (iii) income taxes paid), minus net capital expenditure (f) Cost of debt and other charges. and repayments of lease obligations. It is calculated before changes in WCR related (g) Donations, patronage and sponsorship. (c) €106 million from a capital gain related to the partial divestment of shares and to operating activities and excluding 5G frequencies. remeasurement of the residual interest in Axione in 2018 (h) After changes in the working capital requirement (WCR) and currency effects. (g) Free cash flow after WCR = net cash flow (determined after (i) cost of net debt, (d) €20 million in 2019 versus €265 million in 2018. (ii) interest expense on lease obligations and (iii) income taxes paid), minus net capital (e) €341 million in 2019 versus €22 million in 2018. expenditure and repayments of lease obligations. It is calculated after changes in WCR related to operating activities and excluding 5G frequencies. (h) To keep the global increase in temperatures to below 1.5°C.

10 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 11 2 OUR ECOSYSTEM The Bouygues group has pinpointed four major underlying trends that have a significant impact on its activities. By focusing on these trends and maintaining regular contact with its stakeholders, it is in a better position to seize opportunities in a rapidly changing world.

Bikes are available to the residents of Le Jardin de Flore, in Saint-Aunès (southern France)

12 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 13 Our ecosystem

WHAT IS YOUR PERSPECTIVE WHAT ROLE CAN BOUYGUES ON THE MANY CHALLENGES FACING PLAY IN THIS CONTEXT? COMPANIES TODAY? First of all, as a provider of solutions. Humanity is facing an unprecedented Bouygues’ business activities meet situation in which several peaks people’s vital needs, such as housing, MAJOR UNDERLYING TRENDS are converging: population, debt, transportation, communication and greenhouse gas emissions and the entertainment, thus making everyday erosion of biodiversity. To meet these life easier and more enjoyable. For PROVIDING OPPORTUNITIES challenges, it will not be enough example, they are working together to merely continually improve with customers and end-users to Olivier ROUSSAT the products and services currently develop new commercial solutions Deputy CEO, Bouygues’ business is shaped by four major underlying trends affecting on offer. We will have to think that meet their requirements. Often Bouygues group creatively and therefore change pioneering, as illustrated by the the world today: population growth and urbanisation, climate change, our business models. construction of the first positive-energy office buildings, the Group has for digital and technological transformation, and changing user behaviour. the past 15 years been developing a HOW IS IT POSSIBLE TO RECONCILE wide range of low-carbon and climate- The Group responds to these challenges as a responsible corporate citizen, MAKING PROFITS AND CHANGING friendly solutions alongside attractive To stand the test BUSINESS MODELS? but it also considers them to be major business opportunities. digital products and services. To stand the test of time, companies of time, companies Concurrently, some of our business need to be profitable, but that is activities are energy and resource no longer enough on its own. What need to be intensive. The Group therefore attracts people to work for us and has a responsibility to lessen profitable, but that then motivates them is the high its environmental impact wherever quality socially and environmentally it operates. is no longer enough responsible projects and services we offer our customers. That’s what on its own.” being a contributive company means. And if the tangible and intangible value we create continues to be seen positively by our employees and stakeholders, we will continue to generate profits for a long time to come.

Population growth Climate change Digital and technological Changing user

and urbanisation To keep global warming within 1.5°C out to 2100, transformation behaviour as stipulated by the Paris Agreement, greenhouse In 2050, the world’s population will reach 9.8 billion gas emissions must be cut by 76% by 2030b, equating Thanks to the development of digital infrastructure, In line with the advent of digital technologies individuals, 66% of whom will be living in urban to a 7.6% yearly reductiona. This will require: over 60% of the world’s population will be on-line and current societal challenges, consumer a environments and 21% aged over 60 . The success • A change in energy efficiency regulations by 2025 and there will be over 25 billion connected expectations and habits are also changing. of mass urbanisation will depend on the ability to: and policies in all areas of activity. objects (up from 9.1 billion in 2018)c. These new • Products and services need to be more adaptable • increase urban density whilst creating the green • The replacement of fossil fuels with renewable technologies – ranging from connected objects and and customised. spaces vital for people’s well-being at the same sources of energy. artificial intelligence to augmented reality – are • The concept of use is becoming increasingly time; Measures to adapt to the impacts of climate change revolutionising behaviour at work and home while important, alongside ownership, resulting • facilitate mobility by promoting viable alternatives are already needed, for example: also changing the way companies do business. in the increased sharing of goods and services. to polluting vehicles; • A sharper focus on the effects of climate change • Easy and immediate access to information, products • People have greater expectations as regards • upgrade and share infrastructure on a large scale when designing infrastructure and building-related and services. social well-being and inclusion. to reduce energy wastage and boost usage, and projects. • Huge amounts of data are being generated, • ensure that urban environments produce some • Finding ways of harnessing natural resources – water, harvested and processed. of the resources that they need (energy, heating, fossil fuels and raw materials – that are compatible • Newcomers capable of shaking up long-established food, etc). with protecting ecosystems. value chains are ramping up. In addition to these macrotrends, rising public debt around the world is leading governments and local authorities to find new funding solutions for development projects, such (a) Source: UN (b) Relative to 2015. (c) GSMA Intelligence. as infrastructure.

14 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 15 Our ecosystem

LISTENING TO OUR STAKEHOLDERS Our four main CSR challenges Updated in 2019, the Bouygues group’s materiality matrix prioritises its main CSR challenges As part of its corporate social responsibility policy and to better ensure the future viability based on their importance for external and internal stakeholders and their impact on its of its business model, the Bouygues group maintains constant dialogue with its stakeholders. business operations. Dialogue takes place at Group and business-segment level as well as locally, serving Those marked with an asterisk (*) are priorities whose impact is set to increase in the as an important source of input when identifying the priority CSR challenges, while also coming years. fostering the creativity of Bouygues’ teams. THE BOUYGUES GROUP’S MATERIALITY MATRIX The Bouygues group’s 3 1 – Business ethics, respect for Human rights stakeholders and compliance 2 – Climate risk 3 – Quality of the customer and user experience 1 4 – Health and safety, and quality of life 16 * 13 at work Employees and trade unions 5 – C ircular economy, raw materials 18 How we dialogue: employee 10 * and waste management* 6 – Water consultation bodies in operations * 4 9 worldwide, an extranet site dedicated 11 2 7 – Adjustment to climate change* to career development at Bouygues, 5 * 8 – Responsible purchasing and relations in-house social media, annual with economic partners appraisals, employee perception 6 12 9 – Innovation capacity surveys and more besides 10 – Impact of digital technology and integration into products and services* EMPLOYEES 17 11 – New uses and adaptability of business models* Infrastructure and service users, 8 14 Industrial partners, large groups, public and private-sector customers, 12 – Health impact of products and services SMEs and start-ups 7 * retail customers 15 13 – Use of personal data and cybersecurity How we dialogue: contractual 14 – Local presence and the socio-economic How we dialogue: customer relations relations, supplier and development of regions team, satisfaction surveys, customer subcontractor CSR-performance 15 – Environmental impact of business activities committees, collaborative platforms, STAKEHOLDERS EXTERNAL OF EXPECTATIONS assessments, and co-innovation external social media, blogs and 16 – Skills and employability* and co-development trade fairs 17 – Diversity, equality and social cohesion partnerships with suppliers 18 – Employee involvement and intrapreneurship OUR CUSTOMERS AND USERS and subcontractors SUPPLIERS AND IMPACT ON GROUP’S OPERATIONS SUBCONTRACTORS

Tangible responses are provided to meet the expectations expressed by the Group’s stakeholders, most notably: • Business ethics: Bouygues undertakes to comply with the strictest • Customer and user experience: Bouygues offers customers standards when doing business (see p. 56-57). and users a simplified and enjoyable experience (see p. 42-45). THE FINANCIAL COMMUNITY CIVIL SOCIETY • Climate risk: the Group has identified the impacts of climate • Health & safety and quality of life at work: health & safety change on its business operations and has responded is among the Group’s highest priorities. Another is keeping up with a comprehensive, coherent strategy (see p. 22-25). with employees’ changing needs (see p. 34-37).

Bouygues’ contribution to sustainable development goals

It is Bouygues’ policy to help attain the UN Sustainable Development Shareholders and investors, banks, analysts Citizens, local residents, charities and NGOs, Goals (SDG) with a focus on the following four, which are tightly and credit rating agencies academia and science, public authorities connected with its core businesses. and the media How we dialogue: tailored presentations, meetings, investor conferences and roadshows, How we dialogue: charitable foundations, AGMs, regulated literature, business reports conferences, and partnerships with NGOs, and answering questions from financial community and skills patronage, active engagement and extra-financial rating agencies in research and education, participation FIND OUT MORE in think tanks and non-profit organisations > Bouygues.com Scan this QR code > The 2019 Universal Registration (app and internet Document, Chapter 3 connection required) 16 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 17 3 THE STRATEGY OF THE GROUP AND OF ITS BUSINESS SEGMENTS

The Group and its business segments roll out long-term strategies aimed at seizing the growth opportunities related to the four major underlying trends that impact their operations.

In Alaska, the Haines Highway was upgraded to current safety standards whilst protecting the environment, including fish habitats.

18 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 19 The strategy of the Group and of its business segments

GROUP STRATEGY Two core shareholders Bouygues’ ownership structure is based on OWNERSHIP STRUCTURE two long-standing core shareholders: 31 December 2019 The Bouygues group aims to create value over the long term and share it with its stakeholders. • SCDM (a company controlled by Martin To do this, the Group draws on its stable ownership structure and has defined a strategic and Olivier Bouygues), and; Main shareholders Voting rights • its employees, through a number 379,828,120 shares 509,048,266 voting rights framework through which its business segments roll out their operational strategies. of dedicated mutual funds. At 31 December 2019, 54,400 employees 21.2% owned shares in the Group, making 27.2% 29.2% Bouygues the CAC 40 company with 36.5% the highest level of employee share ownership. For half a century, the Group The virtuous circle of the Group’s strategy has been offering innovative, long-term 19.3% mechanisms for employee share ownership, as recognised by the “Grand Prix FAS 2019”a 18% 25.6% award on 11 December 2019. 23% CREATING VALUE OVER THE LONG TERM AND SHARING IT WITH STAKEHOLDERS SCDM a Employees Other French shareholders (a) French federation of employee and former employee (a) SCDM is a company controlled by shareholders associations. Foreign shareholders Martin and Olivier Bouygues. Growing the Group and sharing value

Dividend policy forms part of a long-term strategy

DIVIDEND 1.7 1.7 (€ per share) 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 Strong 1.5 financial 1.2 structure 0.9 0.75 0.5 Businesses that provide Recurrent 0.36 0.36 0.36 growth over the long term and free cash flow 0.26 0.26 diversification of activities generation

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

A STABLE OWNERSHIP STRUCTURE THAT SECURES THE LONG-TERM VISION

DIVIDEND YIELDa

In the midst of the major health its proposal to pay out a The Group has made several distinctive By combining these two features, a high level of cash. As a result, crisis caused by the Covid-19 dividend at the Combined Annual and specific choices in order to create Bouygues can generate free cash flow Bouygues’ gearing, corresponding to net 5.4% pandemic and given the resulting General Meeting of 23 April 2020. and share value over the long term. Its over the long term. The value created debt over shareholders’ equity, stood at 4.4% 4.7% uncertainty, Bouygues naturally The Board of Directors will meet business segments are able to provide can then be reinvested to grow the 19% at end-2019 (vs. 33% at end-2018). 3.9% intends to act responsibly and in August in order to reassess growth since they all satisfy constantly Group and shared with its stakeholders. This strategy can be rolled out over show its solidarity with the major the situation and review evolving and essential needs such as Bouygues also strives to maintain a the long term thanks to the stability efforts asked of the Group’s the opportunity of proposing housing, transportation, communication, robust financial structure in order to of Bouygues’ ownership structure. stakeholders, particularly its the pay-out of a dividend information and entertainment. ensure its independence and preserve employees. As a result, the Board in respect of the 2019 Furthermore, their diversity helps its model over time. For example, the of Directors decided to withdraw financial year. to cushion the impact of the less Group’s construction businesses tie up positive business cycles that some may 2015 2016 2017 2018 a small amount of capital and generate experience from time to time.

(a) Dividend per share relative to the closing price of the previous year.

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WHEN DID BOUYGUES START infrastructure and for new builds and CUTTING THE CARBON FOOTPRINT WORKING ON ITS CLIMATE STRATEGY? property renovations. We recently For over 13 years, the Group has been launched several solutions, including striving to make climate issues an our own start-ups, in the fields of OF OUR ACTIVITIES integral part of its strategy. We started integrated electric mobility, right by raising awareness among managers from the building design stage, and of and pinpointing our main sources embedded digital technology for urban The Bouygues group has established two The business segments have for several years been of GHG emissions to understand environments. developing a wide range of low-carbon solutions Olivier Bouygues how we could reduce them. Soon priorities as it seeks to comply with the Paris which they continue to expand through innovation. Deputy CEO, afterwards we worked alongside WHAT ABOUT COLAS? Agreement and its target of limiting global Bouygues group our business partners to develop Colas is one of the world leaders in In 2020, the Group called on each business segment low-carbon solutions that marked us building-material recycling. It is also warming to 1.5°C by 2100: offer customers a to define a climate strategy in line with the 1.5°C out from the competition. We were helping local authorities introduce range of low-carbon solutions, and reduce the target and that is coherent with their respective also instrumental in setting up the mobility solutions. One tangible business challenges. This will include setting targets Specialised Master’s degree course in example of this is Flowell, its dynamic carbon footprints of its own operations. to reduce greenhouse gas emissions out to 2030. sustainable housing and construction signalling solution for easing road traffic. a b A system will also be set up to monitor progress on with ENSAM and ESTP to speed up Another that springs to mind is ANAISc, the climate strategy. We need to continue knowledge acquisition in low-carbon an innovative solution which helps in technologies. the design and optimisation of road designing new networks. Reducing the carbon footprint solutions for lowering HOW DO YOU MARKET THESE our GHG emissions LOW-CARBON SOLUTIONS WHAT ARE THE NEXT STEPS IN YOUR TO CUSTOMERS WHEN THEY ARE CLIMATE STRATEGY? and those of our The Group’s carbon intensity, which is defined Greenhouse gas emissions by sector 4% 2% OFTEN MORE EXPENSIVE To bring it into line with the 1.5°C target as sales relative to greenhouse gas (GHG) of activity (Scopes 1, 2 and 3aa) customers.” THAN CONVENTIONAL ONES? as soon as possible. We need to keep emissions, declined by 0.3 of a percentage Selling low-carbon solutions means designing new solutions that cut GHG point in 2019 relative to the previous year. Construction explaining beforehand the advantages emissions, both ours and our customers’, Telecoms and adapt our products and services For Scopes 1, 2 and 3a, Bouygues’ carbon footprint of factoring in the full carbon cost over Media to the climate change that is already was 17.4 million tonnes of CO equivalent in 2019. a project’s entire lifecycle. Insulating 2 noticeable today. Most emissions are attributable to purchases buildings better, incorporating by the Group, namely the materials and other renewable power generation, installing energy-management systems within components used for the structures it builds. (a) Scope 1 (direct emissions), scope 2 (indirect These account for two-thirds of total emissions. emissions related to energy, particularly to the buildings: all these choices result in production of electricity and heat) and scope 3 94% higher design and production costs Emissions linked to the energy consumption (other indirect emissions) of worksites and other installations account which are easily offset afterwards for 15%. The construction businesses account by lower running expenses for a decisive part of this result. and higher property values. GHG emissions by source 2.8% 2.1% In 2019, Bouygues Construction extended its 5.9% CAN YOU GIVE US SOME EXAMPLES? Materials and equipment carbon audit to include Scope 3b, which provides 7.3% In 2011, Bouygues Immobilier handed Energyb 66.4% a broader view of its carbon impact downstream. over the first positive-energy building Transport of goods Based on this revised scope, the Group’s carbon in Meudon. A concept known as Green Investments and fixed assets footprint totalled 24.1 million tonnes of CO2 Office, this building annually produces equivalent. Waste 15.5% more renewable energy than it uses, Business travel testifying to the fact that we know how to integrate sustainable construction (b) Energy consumption (on-site combustion); consumption of electricity, steam, heat methods. And because we wanted or refrigeration and emissions related to lead the way ourselves, in 2009 to the energy production process. we started the renovation of the Bouygues Construction headquarters, Challenger, which became the first Strategies positive-energy building renovation in (a) Arts et Métiers ParisTech. France. Since then, we have carried out (b) École Spéciale des Travaux Publics, du Bâtiment et de l’Industrie. hundreds of projects which contribute Each business segment is working hard to reduce the Group’s carbon footprint. One way is to develop new building methods; another (c) Acquérir, Numériser, Analyser, Informer, to the energy transition, both in Sécuriser is to make use of the circular economy.

DECARBONISATION STRATEGIES EXAMPLES OF CURRENT INITIATIVES • Develop sustainable construction methods • Experiments involving industrial solutions for modular timber and use lower-carbon materials instead construction, material reuse and recycling platforms, use of biosourced materials, use of low-carbon concrete and bioclimatic design of structures etc. • Train employees and enhance their skills • A new timber centre of excellence at Bouygues Construction and a ‘mobility of the future’ testing centre opened by Colas • Help suppliers and subcontractors progress in their • Drawing up of a new catalogue of low-carbon solutions, forging climate strategies and integrate low-carbon solutions into operations-based and R&D partnerships with specific reference our projects to climate and energy issues

• Inform customers and stakeholders about new • The use of participatory initiatives to help co-design sustainable low-carbon solutions and co-design them together urban projects

22 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 23 The strategy of the Group and of its business segments

Developing our portfolio of low-carbon solutions

The Bouygues group has been building up an extensive portfolio of sustainable construction solutions for over 15 years.

It has focused its climate strategy on seeking innovative, low-carbon solutions for its customers as well as reducing the greenhouse gas emissions associated with its activities.

KNOW-HOW ECO-CONSTRUCTION, CONSTRUCTION AND OPERATION OPTIMISATION OF ENERGY OPTIMISATION OF ENERGY REVERSIBILITY, RE-USE ECO-DESIGN OF RENEWABLE ENERGY AND SERVICES FOR BUILDINGS AND SERVICES AND RECYCLING PRODUCTION INFRASTRUCTURE AND NEIGHBORHOODS FOR TRANSPORT

SOLUTIONS • Low-carbon construction • Storage management: • Energy renovation: • Construction of public transport • Recycling, repurposing hydrogen, second-life EnergieSprong, Habitat infrastructure and re-use of deconstruction • Low-carbon concrete, timber- batteries (ELSA) Réhabilité, Rénovation Privée materials: Premys, Elan framed structures, biosourced/ • Building-Mobility convergence: recycled materials • Photovoltaic road surfacing: • Energy and services Moov’Hub, Flexy Moov, Alizé • Soil decontamination: Wattway Pack management: Wizom, Embix, Colas Environnement • Warm asphalt mixes Citybox, Objenious • Dynamic road-marking: Flowell • Solar farms, offshore wind • Reversibility: the first reversible • Eco-friendly bitumen turbines • Positive Economy Hybrid building (Office Switch Home) Building: Autonomous Building • Buildings that generate energy for Citizens (ABC) • Recycling and re-use of mobile handsets and home gateways • Energy performance contract: Aveltys

• Smart City

TECHNICAL AND COMMERCIAL Major groups Start-ups SMEs and microbusinesses PARTNERS

RESEARCH PARTNERS Smart Buildings Alliance, The International Biodiversity & Property Massachusetts Institute of Technology, Ideas Laboratory, The French building technology research centre Council, The Shift Project, École des Ponts, ESTP Paris France’s National Solar Energy Institute (INES) (CSTB), Side Walks Labs, WWF, Science Based Targets

FIND OUT MORE > bouyguesdd.com

24 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 25 The strategy of the Group and of its business segments

RESEARCH EMPLOYEE-LED AND DEVELOPMENT INNOVATION GOALS> to improve GOALS> to share best practices and A STRATEGY OF INNOVATION and develop new products contribute to continuous improvement FOR THE BENEFIT OF USERS

PARTNERSHIPS MINORITY INTERESTS Bouygues’ strategy in the DIVERSE BUSINESS ACTIVITIES • With virtual and augmented reality, it THAT CONFER UNIQUE STRENGTH is possible to interact in real time with GOALS> to co-develop new products IN START-UPS and services and to enhance SIX field of innovation is based The diversity of the Group’s business digital elements that have been added GOALS> to identify new technologies existing products and services segments unlocks synergies when to a live view. For example, brands can SOURCES and new business models early on delivering services that through a broad range working on cross-disciplinary themes insert advertising into a television show OF INNOVATION on, enhance existing products and provide real benefits to that aim to address a variety of future without interrupting it. With BIM (Building of partnerships services and draw inspiration from Information Modelling), 3D can be used users. The aim is to make services. This unique structure is an agile working methods advantage that bolsters the Group’s to represent a whole range of data used the daily lives of the Group’s competitive position. in the design and construction of a structure and simulate its behaviour. customers, partners and Bouygues believes that the emergence a employees simpler. It is of artificial intelligence will have an • Finally, blockchain will facilitate the impact on the activity of its five business creation of new services by simplifying also to improve the Group’s segments. For this reason, it has set up an transaction processes. For instance, ACQUISITION OF COMPANIES INTRAPREUNEURSHIP productivity and boost AI Factory, which will help to roll out the it is currently being used to ensure more GOALS> to develop and expand GOALS> to develop new ground- new services on a large scale. secure, transparent and faster signing the business segments’ activities breaking activities as well as stakeholder satisfaction by of complex contracts. with new technologies and innovative complementary products and services 5G offers an opportunity to leverage business models creating sustainable solutions. the synergies between the Group’s A RICH ECOSYSTEM OF PARTNERS business segments. An in-house To boost its innovation potential, Bouygues accelerator, SmartX_5G, groups together can call on its vast global ecosystem, all Bouygues’ initiatives relating to 5G spanning over 90 countries and bringing technology in order to develop services together internal and external partners. that will improve quality of life for everyone. • Two technology intelligence offices (Winnovation in San Francisco and FOUR PROMISING TECHNOLOGIES Bouygues Asia in Tokyo). Bouygues has pinpointed four • Partnerships with the best universities b technologies that have an impact worldwide such as MIT . on its activities: • Active dialogue with over 1,300 start-ups. • Promising investments in start-ups through • Artificial intelligence (AI)can provide five institutional funds run by the Group. effective decision-support to many • Participation in forward-looking, innovative of the Group’s business segments. initiatives such as Futura Mobility, which For instance, by analysing physical brings together companies operating data from a site, as well as regulations along the mobility value chain, and and environmental factors, AI can Impact AI, a think-and-action tank that optimise the building potential of land investigates the ethical and societal and facilitate interaction between issues posed by artificial intelligence and the stakeholders in a property sponsors innovative, difference-making development project (developers, projects. CONNECTED URBAN ENVIRONMENTS architects, consultancy firms and local The Bouygues group’s five business The connected road The best Wi-Fi on offer authorities). This structure is fertile ground for generating fresh ideas and developing segments are innovating to make urban Moov’Hub by Colas is a comprehensive Bouygues Telecom’s new Bbox Fibre new types of business. environments smarter, more vibrant, and dynamic solution rolled out at the modem is packed with the latest available • The Internet of Things, combined with collaborative and eco-friendly, in order Paris-Saclay campus that turns mobility technologies. Thanks to its vertical design, Big Data, can harvest and analyse data to make life better. into a driver of urban development by the quality of the Wi-Fi connection is on an enormous scale for the predictive managing car movements and parking, optimised to give speeds similar to those identification of high-risk areas on The Smart city optimising urban spaces and offering offered by fibre. Another plus is that road networks through the analysis Dijon has become the first smart and a multi-modal service that supports this modem can be enhanced via the use of vehicle behaviour. connected metropolitan authority in users. The ANAISa solution detects of new smart Wi-Fi 6 repeaters in order France with the help of Bouygues Energies potential danger zones and sends to adapt coverage to the specific features & Services. A solution called OnDijon warnings thanks to users who become of each home. provides centralised management of the voluntary contributors to their own public amenities and all the connected road safety. ANAIS is a tool that makes urban infrastructure for the authority’s recommendations for remedial work 24 municipalities. It is able to modernise on infrastructure and provides decision- and improve the performance of public support for preventive management

services, stimulate the area’s digital of a road network. (a) A French acronym for Acquire, Digitise, Analyse, (a) A blockchain is a decentralised, distributed and public digital ledger that is used to record transactions (Wikipedia definition). economy and improve its pulling power. Inform and Make Safe. (b) Massachusetts Institute of Technology in Cambridge, US.

26 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 27 The strategy of the Group and of its business segments

THE STRATEGIC PRIORITIES OF THE BOUYGUES GROUP’S BUSINESSES

Construction businesses Bouygues is the sixth-largesta construction group Population growth, urbanisation and new environmental imperatives are generating significant needs worldwide in the world. As a developer, builder and operator, in terms of complex buildings and infrastructure (new build and renovation). In line with the advent of digital it is active in building and civil works, energy and technologies, consumer expectations and habits are also services, property development and transport changing. As a result, Bouygues is in a good position to provide full-service solutions as well as innovative infrastructure. and high value-added services. Its positioning and many strengths mean that it continues to be a key partner for its customers.

On the worksite of the Port of Calais extension project

A STRONG PRESENCE IN GROWING COUNTRIES WITH A LOW-RISK PROFILE The Bouygues group’s strategic Customers are offered the option OFFER CUSTOMERS AN priorities in its construction businesses of bioclimatic design, bio-sourced ENHANCED, PERSONALISED are the following: materials and embedded technologies Northern and Central Europe EXPERIENCE AND SCALABLE generating renewable energy from PRODUCTS THAT CAN ADAPT LEAD THE MARKETS FOR solar, wind or other sources, leading to TO CHANGING NEEDS North America United Kingdom: +1.4% Switzerland: +1.3% THE CONSTRUCTION AND lower running costs and in some cases The Group’s strategy is to develop a Czech Republic: +2.6% RENOVATION OF BUILDINGS AND generating a profit. range of personalised products and United States: +2.1% Russia Poland: +3.1% INFRASTRUCTURE services in tune with customers’ needs Canada: +1.8% 41% 0% LEAD THE MARKET FOR URBAN Russia: +1.9% Bouygues builds, upgrades and such as connected buildings, modular maintains all types of infrastructure in DESIGN AND DEVELOPMENT and reversible housing units, which order to meet the needs arising from – FROM INDIVIDUAL HOUSING evolve in line with occupants’ changing 27% Southern Europe UNITS TO NEIGHBOURHOODS 2% urbanisation and population growth. needs, and collaborative and shared This includes buildings of all sizes AND SMART CITIES workspaces (Wojo). Spain: +1.8% and uses, transport infrastructure, The Group consults customers and Italy: +0.5% and power and telecommunications local residents, and works hand EMBODY A COMPREHENSIVE Asia-Pacific networks. Furthermore, in order to in hand with local stakeholders to CIRCULAR-ECONOMY POLICY 20% cope with ageing infrastructure, the develop projects that promote: Aware of how important it is to 7% Hong Kong: +1.5% Group develops expertise in renovating • well-being; safeguard natural resources and the 3% Australia: +2.3% assets, even whilst they remain in • harmonious living (soft mobility, increasing difficulty of accessing Middle East operation. services, etc.); primary deposits, the Group is Latin America and Africa • the safeguarding of the environment implementing a circular-economy and Caribbean HELP CUSTOMERS ACHIEVE via measures such as protecting strategy as a way of securing supply Middle East BETTER ENERGY EFFICIENCY AND biodiversity, recycling waste and and protecting the environment. This +2.7% Latin America and Caribbean: +1.8% and North Africa: DESIGN LESS CARBON-INTENSIVE preserving water. policy will save on materials, reduce CONSTRUCTION METHODS haulage needs and lead to lower fossil- The Group works to optimise the fuel consumption as well as lowering energy efficiency of structures building costs. throughout their entire lifecycle. Construction businesses: regional %% IMF real GDP growth forecast for 2020 IMF real GDP growth forecast for 2020 sales as a proportion of total Region classified A by Coface Region classified B and C by Coface international sales in 2019 (very low to acceptable risk) (significant to high risk)

2019 KEY FIGURES 117,090 €29.6bn €910m 3.1% €33bn €2.5bn Headcount Sales Current operating profit Current operating margin Backlog Net cash

(a) ENR Top 250 Global Contractors, August 2019.

28 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 29 The strategy of the Group and of its business segments

Media TF1 aims to: international development, as Telecoms Bouygues Telecom has a four-pronged underlined by the recent acquisitions strategy: PURSUE THE TRANSFORMATION of stakes in Belgian (De Mensen) and TF1 wants to positively OF THE UNENCRYPTED TV MODEL Canadian (Reel One) companies. For over 20 years, the teams PROVIDE CUSTOMERS WITH inspire society by informing • Adapt content accessibility to new at Bouygues Telecom have A SIMPLE AND SEAMLESS non-linearb and mobile viewing habits In digital media, TF1’s new Unify division EXPERIENCE and entertaining as many via its MYTF1 platform. will enable it to: made every effort to ensure Bouygues Telecom has made a people as possible. As • Monetise its additional content • provide an additional offer based that technology brings friends sharp customer focus and a simple and services. on web-origin content via recognised experience the pillars of its strategy. France’s leading TV media • Propose innovative commercial brands able to engage active and family closer together, It drives further increases in customer offerings in preparation communities, and satisfaction by offering intuitive group, it keeps pace with of “addressable TV” c. • strengthen its offering for advertisers thus strengthening ties and and efficient digitised services, the way people view and to boost their effectiveness and regain creating new ones. and personalised support from CONSOLIDATE ITS POSITION IN value in a growing digital advertising 3,800 customer and sales advisers. consume content (catch-up market via the launch of the media PRODUCTION AND ACCELERATE Bouygues Telecom is a TV, enhanced services, and, ITS GROWTH IN DIGITAL MEDIA sales unit, Unify Advertising. OFFER EXCELLENT QUALITY In TV production, TF1 draws on Newen, major player in the French MOBILE AND FIXED NETWORKS soon, the subscription-based a which boasts recognised expertise. telecommunications market Bouygues Telecom is ranked No.1 video-on-demand service Newen is aiming to boost its backlog, mobile operator in rural areas and particularly through the diversification No.2 on average for the whole of a providing BtoC and BtoB Salto ). It has strengthened of its customer base and continued France, and its 4G network covers 99% connectivity solutions. It rolls New advertising campaign its presence across the entire of the population. In its fixed business, launched in February 2019 out very-high-speed digital it is ramping up the roll-out of fibre value chain investing in new and had 12 million premises marketed technologies, 4G and fibre growth-potential sectors such at end-2019 and is aiming for 22 million across France to provide in 2022. as content production and customers with a simple MAKE SERVICES AVAILABLE ENSURE A COMPLETE RANGE digital media. IN THE LESS DENSELY POPULATED OF FIXED AND MOBILE and seamless experience. AREAS SOLUTIONS FOR BUSINESSES Bouygues Telecom is set By sharing mobile infrastructure and The third-ranked BtoB operator in rolling out fibre, Bouygues Telecom France, Bouygues Telecom acquired to open its 5G network can offer its services to new customers Keyyo and Nerim at the beginning throughout France, particularly in its of 2019 in order to accelerate (a) Salto is an OTT (over-the-top) subscription-based at the end of 2020. video-on-demand service operated by the France least densely populated regions. To this its expansion in the market serving Télévisions, M6 and TF1 groups. end, it is also gradually bolstering its micro-businesses, SMEs and local distribution channels from 2020. intermediate-size businesses.

In 2019, TF1 made a number of risky, but successful choices, such as with Mask Singer.

2019 KEY FIGURES 2019 KEY FIGURES

3,686 €2,337m €255m 8,937 €6,058m €1,411m 30.7% Headcount Sales Current operating Headcount Sales EBITDA after Leasesb EBITDA margin profit after Leasesc

10.9% 32.6% >1,500 hours 22m 500 3,800 Current operating Target audience Newen backloge Customers Bouygues Telecom stores Customer margin shared in France and sales advisers

(b) Viewing that does not follow the broadcaster’s imposed schedule. Viewers determine when they view content, for example using the catch-up feature or video on demand. (a) Survey by Arcep (the French telecoms regulator). (c) Whereby different advertising messages adapted to each television viewer are delivered during the same show. (b) Current operating profit before net depreciation and amortisation expense, net provisions and impairment losses and before effects of acquisition/loss of control. (d) Médiamétrie – Target audience = Women under 50 who are purchasing-decision makers. (c) EBITDA after Leases/sales from services. (e) Projects > €1m and excluding Reel One.

30 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 31 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; develop sustainable solutions with and for customers; simplify everyday life; and help build harmonious communities.

Inside a store in the La Part-Dieu shopping centre, Lyon

32 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 33 Our pledges

Frédéric GUILLOU Offer rewarding Deputy Manager – Works, Bouygues Construction PROMOTE EACH career paths

hanks to the diversity of its business upgraded version of Mobyclic, containing EMPLOYEE’S CAREER activities, the Bouygues group more features. This application helps Building is what I do. T can offer varied and inspiring employees take advantage of internal The Group has enabled career paths in France and further afield. job opportunities. Other initiatives 1 me to accumulate DEVELOPMENT Employees can over time build up varied included the Opportunity forum, devoted skill sets and pursue satisfying careers. to internal mobility, and the holding of valuable experience Group career workshops, through which Employability is a key component of employees can define and plan their in every corner of the People are Bouygues’ most important resource. our employees’ sense of fulfilment and desired career path. globe. My career has success. The Group’s human resources benefited from these Their dedication is what drives our performance. policy strengthens employability through True to its corporate culture, the Group The Group therefore makes it a priority to encourage promotion, training and job mobility. also seeks to spur employee creativity opportunities and the by encouraging innovation through chance to get to know them in their careers and to value everyone’s contribution, Internal job mobility, particularly between intrapreneurship programmes that the five business segments, is an support home-grown projects and different countries.” regardless of background, education or profession. outstanding opportunity for Bouygues initiatives. This increases employee staff to develop their talents by working buy-in, bringing out the best in them Bouygues Construction in very different environments. The Group and giving meaning to what they do. employees is aware that, to enrich its employees’ careers, it must leverage its unique structure. A more dynamic and purposeful policy is therefore being implemented, Ensuring employees’ physical and emotional well-being is a vital To inspire its people and attract new talent, the Bouygues group as illustrated in 2019 by the release of an consideration for the Group, which is actively cultivating a global aims to: health & safety culture. A lower frequency of accidents in the workplace is a Group-wide target. • offer rewarding careers; Bouygues also endeavours to provide its employees with • adapt to changes in the world of work; opportunities for building their skills with a view to furthering • speed up the advancement of women their ambitions and meeting the Group’s future needs. within its companies. Also, the success of Bouygues’ businesses is underpinned by the creativity of its teams and an ability to reinvent itself. Over 1,200 Group employees Diversity is a true driving force that must be encouraged accordingly. attended the internal mobility forum 3,350 GROUP OBJECTIVES employees changed jobs within the Group in 2019, 2019 objectives: RESULTS equating to an increase of 20% versus 2018 A new version was posted on-line in March 2019. Mobyclic is now An optimised, more enhanced version of the on-line platform Mobyclic available as a smartphone app, helping all employees take advantage in 2019, giving employees easier access to internal job vacancies of the opportunities on offer across the Group. The forum was held on 27 and 28 March 2019. Over 1,200 employees Hold a specific event, called Opportunity, to promote intra-Group job attended the event to obtain information and receive advice on 1,300 mobility opportunities for career advancement within the Group. Overall, internal job vacancies were 450 individual interviews were held. available at any given time for employees to consult on Objective monitoring: Mobyclic 2017 2018 2019 TARGET Target date

Lower Improvement in the workplace accident frequency ratea 5% 5.2% 4.9% 2020 than in 2019 83,612 employees received training Increase the proportion of women in the workforce - 18.4% 18.7%b 21% 2020 in 2019, equating to an Increase the proportion of women in executive bodies in France - 18.8% 20.4% 23% 2020 increase of 25% versus 2018

(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 2019 indicator. (b) For more details see page 37.

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Aurélie MARAIS MACHURAT Director of Digital Transformation, Adapt to changes Innovation and Marketing, Bouygues UK in the world of work

mployees today expect their Office spaces are being redesigned to At Bouygues UK, workplace to support enhanced well- adapt to the latest working methods, collaborative working Ebeing, a better work/life balance and which are now more collaborative and lies at the heart of our new types of organisational structures. agile. Special attention is also paid to workplace and worktime organisation. For transformed corporate The Group is proposing new, tangible example, certain business segments are culture. The methods responses to these demands. Ergonomic increasing accommodating arrangements To mark International Women’s day, deployed in the various on 8 March the Bouygues group launched principles are used for employee health & that allow employees to work from home an in-house campaign aimed at raising safety, reducing the level of arduous work or other remote locations. Furthermore, entities – from agile staff awareness about everyday sexism. and offering a choice of work equipment in addition to raising awareness about the thinking and collective that enhances safety in production-related “right to switch off”, they regularly conduct The fourth women’s soccer tournament professions. For example, Colas provides anonymous employee satisfaction surveys. intelligence to employee organised by the Bouygues Construction exoskeletons that improve workers’ posture training and the creation women’s network, Welink when laying asphalt manually. Bouygues For Bouygues, these are essential steps Construction is working with partners for improving both individual and team of learning communities – to develop portable power tools that performance. It therefore wants to expand are varied, but the goal is meet the highest safety standards, such these practices and extend them to all the same. Sabrina MHAMDI as the new ultra-safe grinder that will be business segments. Director of Development, introduced on all worksites in 2021. This is a groundswell Bouygues Immobilier, movement that is Seine-Saint-Denis branch spreading through the Group. We also use these methods with our customers.” The mentoring Bouygues and its business segments were once again Prism’, the new Colas headquarters, programme gave me a recognised as one of the Top Employers France in 2019. is a positive-energy building It is the only group in France to receive this certification designed to facilitate interaction different type of insight for all its subsidiaries for three years running. and collaborative work. into my strengths, my talents and the reasons I do what I do. I learnt how to be more assured,

Since 2014, Bouygues has participated in the “Women’s while continuing to be 700 Forum for the Economy & Society”. In 2019, a women’s coworking spaces are now delegation representing Bouygues Construction and Colas myself.” available to Bouygues attended the forum in Asia (Singapore) for the first time. Bâtiment France Europe employees, as a way of improving working conditions Speed up the advancement of women within the Group 8th most attractive employer ouygues firmly believes that gender The results from 2019 show that the 645 (Bouygues) in France balance fosters creativity and increase in the proportion of women women mentored since cohesion, thereby significantly in the Group’s headcount has been according to LinkedIn’s B the launch of the Group’s improving performance and accelerating insufficient. Fresh measures will Top Companies ranking mentoring programmes in 2019 the Group’s transformation. be carried out in 2020 to bring us closer to our target. These include The Group’s workforce counts more men raising awareness amongst the than women, given the predominance of its Executive Committees of the business Bouygues Construction, construction businesses. Hence Bouygues segments in France and abroad and Bouygues Immobilier, Bouygues operates a proactive gender balance bolstering recruitment campaigns in TOP 20 Telecom and TF1 all appeared policy, with a view to closing the gap, order to attract more women to our in the “Happy Trainees” rankings especially for jobs where they are currently activities and retain them (mentoring worldwide of companies where trainees under-represented. programmes, expansion of mixed and TF1 ranks in the top 20 and those on work/study women’s networks within the Group, companies recognised contracts are the happiest. equal opportunities, fighting gender for their gender equality Kross Chantier, the smart trailer developed stereotypes). policy by Bouygues Construction in partnership with K-Ryole (a start-up) to reduce the level of arduous work for site workers

36 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 37 Our pledges

DEVELOP SUSTAINABLE

Marc DELETANG SOLUTIONS WITH Support customers in moving Director of Product structuring and Production, UrbanEra 2 towards energy transition (Bouygues Immobilier) AND FOR OUR CUSTOMERS

ouygues offers customers a broad Since 2007, Bouygues and its business Tackling environmental issues range of solutions for reducing their partners have also offered solutions for B carbon footprint. producing renewable energy. Several Through its UrbanEra is key to the Bouygues group’s innovations have made it to the market, eco-neighbourhoods, Low-carbon construction is a priority area including positive-energy buildings, strategy. Taking them into for the Group, which is raising customer low-carbon buildings, passive-energy Bouygues Immobilier account is vital to the Group’s awareness about the issue of energy buildings and Wattway solar road and its business partners consumption and promoting the highest surfacing. long-term prospects. Beyond sustainable-construction standards. can offer local authorities that, it represents an opportunity Bouygues also helps local authorities an integrated approach For example, there are millions of poorly introduce sustainable mobility combining sustainable for the Group to position insulated buildings that represent an solutions. The Group develops transport construction, energy itself as a provider of solutions opportunity for the Group, which has infrastructure (tram lines, cycle paths, developed its own solutions and is a etc.) and incorporates soft mobility right efficiency, functional recognised expert in energy renovation. from the building design stage (electric that respond to the global Aerial view of O’mega1, the first diversity, soft mobility floating solar farm in France and also Bouygues Immobilier and Bouygues vehicle charge points, electric vehicle challenges of climate disruption the largest in Europe, handed over Construction offer renovation services sharing, shared parking spaces, etc.). and biodiversity.” and resource scarcity. by teams from Bouygues in Piolenc, through Rehagreen and Wizom south-east France Réhabilitation, respectively. These include smart systems that reduce energy consumption while improving the comfort of residents. The Group translates its commitment into action by constructing Consequently, wherever permitted by tendering rules, Bouygues energy-saving housing units, choosing innovative and consistently offers even higher-performing solutions than those environmentally friendly materials such as wood, producing energy required by law. (through positive-energy buildings, for example), and adopting the In developing its sustainable solutions, the Bouygues group aims principles of the circular economy. Bouygues is also a major player in particular to: The first autonomous building concept in in the design and development of sustainable neighbourhoods, France, ABC (Autonomous Building for and factors biodiversity into its projects. • support customers in moving towards energy transition; Citizens), was developed by Bouygues Its commercial offerings, which are increasingly co-designed Construction’s R&D unit. The Grenoble • safeguard resources, and; demonstrator will be inaugurated in 2020. with customers, demonstrate the Group’s ability to meet their expectations while at the same time complying with the • protect biodiversity. environmental standards applicable to its business activities. EDA OBJECTIVES Bouygues Immobilier’s EDA project (low-carbon, positive-energy building) 2019 Objectives RESULTS wins the contract,

At Bouygues Construction, define and roll out a group-wide strategy This strategy is being revised to take into account the new Group target, following the ‘Invent the that includes actual targets and performance indicators relating to the established in 2020, of significantly cutting greenhouse gas emissions by Grand Paris Metropolitan circular economy and responsibly-sourced supplies 2030. Area 2’ call for projects

Objective monitoring: 2,000 2017 2018 2019 TARGET Target date housing units and Floatgen, the floating solar 160,000m² of office space Reduce Bouygues Immobilier’s GHG emissions by 30% 556 Kt 389 Kt n.a. n.a. 2030 farm developed by Bouygues by 2030 versus 2017 CO2 eq. CO2 eq. Construction and seven other are now covered by European partners, surpassed Issy Grid, the first Increase the level of recycled pavement in asphalt mix 15.5% 15% 16% 18% 2024 output and service-availability production at Colas forecasts in the second half operational smart grid of 2019. Increase the proportion of Colas quarries and gravel in France 65% 2024 pits working to promote biodiversity 51% 51% 52%

Carry out assessment of all worksites eligiblea for 100% 2020 the Top Site label (1st CSR label in construction industry) n.a. 11.3% 20.1% Colas began marketing the first application of its photovoltaic road surfacing, (a) Worksites eligible for this label must last for more than six months and generate over €3 million in sales. Wattway Pack. n.a.: Not applicable.

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Runway 3 at Paris-Orly airport was renovated by Colas. The on-site recycling plant led to the re-use of 200,000 tonnes Jean-Claude FONTENILLE of material from the old runway. Promote biodiversity Director of Sales, France Colas iodiversity is under threat from our Bouygues Construction helped create current way of life and therefore “BiodiverCity”, the first international Bneeds to be protected and enhanced. label to recognise construction and Aware of the impact that infrastructure renovation projects that take urban projects can have, the Group is working biodiversity into consideration. Colas Drawing on its expertise hard to limit the environmental footprint has developed an environmental in earthworks, hydraulic of its structures and provide solutions engineering entity offering biodiversity for safeguarding natural ecosystems right protection solutions, such as the works and civil engineering, Over from the design stage. creation of fish passages and waterways Colas has developed an as well as quarry rehabilitation. With 800 Bouygues Construction and Colas both the help of a specialist consultancy, environmental engineering production units, have environmental engineering units. Bouygues Immobilier has started looking solution that restores installations and For several years, they have been running at ways to add even more greenery ecological continuity, R&D programmes investigating biodiversity to its developments. worksites worldwide rehabilitates vulnerable enable Colas to produce in infrastructures (measures to stop 16 million tonnes invasive species, offsetting mechanisms, natural areas and controls encouragement of marine biodiversity, of recycled materials. etc.) and urban biodiversity (green roofs, invasive plant species.” biodiversity in property development, etc.).

Bouygues Telecom has teamed up with WeFix (a Fnac Darty subsidiary) to offer Environmental engineering is a core part a smartphone repair service for its of the project to extend the port of Monaco, customers that extends the life of their with the aim of preserving biodiversity. 47% devices. The photo shows some artificial reefs. of Bouygues Construction’s non-hazardous waste is recycled worldwide On the project at 185 avenue Charles-de-Gaulle, Neuilly-sur-Seine, Bouygues Immobilier, led by Rénovation Privée (a subsidiary of Bouygues Bâtiment France Europe), priority was assigned to re-using materials, st with the result that 94% of materials could be re-used. 1 company to sign the Métropole Nature Charter, which aims to safeguard biodiversity in the Grand Paris metropolitan area

Safeguard resources 23% he construction industry generates construction worksites or demolition Our ambition is to offer of Bouygues Construction’s 70% of the 324 million tonnes of projects. Colas is one of the world’s five circular solutions at all major projects include Twaste produced in France. The biggest recyclers across all sectors and biodiversity measures increasing scarcity and rational use of types of material. project phases, across natural resources are therefore particularly our business lines. Three important issues for the Group. Bouygues is In 2019, Bouygues Construction unveiled its successful examples are an therefore rethinking its processes, products innovative “Office Switch Home” in Lyon, office building that can be and services to incorporate the principles the first-ever reversible office building. Over 180 of the circular economy and reap the This concept increases the longevity of transformed into housing, environmental and economic benefits that an office building by including – right Colas quarries and gravel pits this will afford. from the design phase – the possibility of underground electrical worldwide have committed repurposing it as housing at a later date. cables not requiring sand- to safeguarding and developing The Group’s construction businesses are Bouygues Construction is also trialling based filling materials, a type of wildlife species implementing solutions centred around alternatives to concrete and developing on their sites four priorities. The first is selecting expertise in the use of timber – the building and recycled-concrete road sustainable and easily recyclable materials material with the smallest carbon footprint. structures.” during the design phase. The second is reducing the amount of resources used Stéphanie BARRAULT Environmental engineering site (upgrading during construction. The third is recovering Circular-economy R&D project manager, work to ensure ecological continuity or to and re-using materials on site, and the contribute to the resilience of ecosystems) fourth is recycling waste material from Bouygues Construction operated by Colas (Schweix).

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Julien Schmid SIMPLIFY Offer a quality experience Director of Strategic Marketing, 3 to residential customers Bouygues Construction EVERYDAY LIFE

limate change, today’s energy • increased energy savings and Our adaptable housing The Bouygues group transition, the new possibilities performance. Because residents can C offered by digital technology monitor their consumption in real time solution, “Wizom for improves the lives of customers and the need for greater ease of use and remotely control devices, they can Life”, which won the 2019 are reshaping the expectations of our reduce their utility bills and save water, and end-users through the customers in relation to the housing that gas and electricity; Netexplo Change award, innovative solutions developed we are developing. • safety and security thanks to sensors supports occupants at that can detect leaks, fires, open by its business segments. Aware of these changes, the Group is windows, doors not closed every stage of their lives designing buildings that strike a balance or locked properly, and more besides; (new baby, retirement, between energy efficiency and user- • good health through sensors that etc.). Several trials in friendliness while adapting to occupants’ indicate indoor air quality. needs. France demonstrated Technology is therefore used to make life the effectiveness of this For example, the Group’s connected better every day. Bouygues also offers homes solutions offer them the following: housing units that can be adapted to concept.” • more convenience, thanks to central meet the changing needs of its residents, and remote control of lighting, heat precipitated for example by a new baby and rolling shutters; or the need for home healthcare.

All of its products and services are designed to make everyday life To simplify everyday life, the Bouygues group commits to: easier and more enjoyable, whether at home, neighbourhood • streamlining the experience of residential property customers; Sensations is a Bouygues Immobilier or city level, or in transport, communication, news or entertainment. residential project in which consideration was • making it easier to access communication networks given to ways of improving indoor air quality in the apartments by using materials with low and media content, and; pollutant emission levels. • facilitating mobility in both urban and rural areas. 20% GROUP OBJECTIVES rent reduction for future tenants of socially responsible housing 2019 Objectives: RESULTS unitsa built by Bouygues Construction in Stains, At Bouygues Construction, incorporate “Wizom Connected”a The Wizom Connected solution has been fitted to around 10%b of new builds. near Paris into 20% of housing units built worldwide

12 million households covered by Bouygues Telecom’s fibre optic Close to 12 million households were covered at the end of 2019. network by end-2019 118 Start marketing Wattway Pack, the first use of the Wattway Wattway Pack was launched at the French local government trade fair, homes for owner-occupiers photovoltaic road surface from Colas in November 2019. were equipped with Wizom Connected services as part of the Chapelle Objective monitoring: 2017 2018 2019 TARGET Target date International project, in the summer of 2019 At Bouygues Immobilier, fit all housing units with Flexom digital 100% 2020 technologies in 2020 1% 34% 70% Bouygues Immobilier has (a) Socially responsible housing is high-quality Open 1,200 Wojoc coworking spaces in France and Europe, opened Bi Stores, where housing that is more affordable than comparable 80 sites 2023 including 80 proprietary Wojo locations, by 2023 7 sites 10 sites 11 sites potential buyers can offers. It is a perfect solution for low-income households who do not qualify for social housing. immerse themselves in their future home using (a) The housing solution developed by Bouygues Construction to usher in a new era of connected, adaptable, resource-saving and customisable homes. It also includes a maintained- a suite of digital tools. occupancy renovation service. (b) The roll-out of the Wizom Connected solution was impacted by regulatory changes and budgetary restrictions by social landlords in 2019. (c) ) Wojo is the new name for Nextdoor, as of March 2019. 42 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 43 Our pledges Wojoa, Bouygues Immobilier’s coworking solution, is helping to optimise commutes to and from work. Aude LAUNAY Founder of the Flexy Moov project

An offshoot of the Rafika REZGUI Bouygues group’s Make it easier to access communication Director of Network intrapreneurship External Relations, networks and media content Bouygues Telecom programme, Flexy Moov offers companies a new ommunication is a fundamental To do so, it continues to invest in service for their staff: a societal need and how we go about expanding the availability, quality and multimodal eco-mobility Cit is rapidly changing. People today reliability of its very-high-speed fixed and expect to be able to access tailored mobile networks. It is also streamlining and The high quality hub. Flexy Moov is content and services instantly – anywhere, simplifying access to content at home or of its coverage makes designed to simplify any time and on any device. Data on mobile devices, at all times of the day. consumption requires top-quality service. Bouygues Telecom employee travel, improve In addition, consumers are being offered In addition, the Group is working to ensure a player in regional quality of life at work and increasingly personalised content. that everyone, even people living in less development, bringing densely populated areas, have equal access make a real difference in The Group strives to deliver a to all of its services. the digital world terms of decarbonisation communications experience that meets within everyone’s and reduced vehicle customers’ expectations. reach.” ownership.”

As it seeks to fight fake news, TF1’s evening news broadcast on Saturday has a new fact-checking slot, run in collaboration with AFP.

No.1 Bouygues Telecom ranked top for the quality of its mobile network in rural Building a new bridge areas, for the second Inauguration of Transpolis, an urban (Manosque, southern France) consecutive year environment designed to test out (Arcep 2019 survey) urban mobility solutions, in July 2019 (Colas and Bouygues Telecom) Facilitate mobility in both urban 99% and rural areas of the French population is now covered by obility requirements are increasing in The Group is now introducing digital Bouygues Telecom’s 4G ANAIS both urban and rural areas, driven by technology into urban spaces. Colas (Mobility by Colas) was network (64 million people) © Getty Images. Mthe dual effect of population growth is leveraging the power of connected awarded the Road Safety and urbanisation. Metropolitan areas are objects to invent smart roads that Innovation Trophy in suffering because their infrastructure is provide innovative services to enhance February 2019 inadequate, leading to traffic congestion. safety, streamline traffic and make One of the challenges is reconciling these it easier to find parking. Connected En région, la fi bre new mobility needs with a limited land objects also ensure that preventive Bouygues Telecom take. Bouygues provides a range maintenance is carried out so that 12 km prend de la vitesse. of solutions. infrastructure continues to function of railway tunnel excavated properly. Bouygues Telecom won the 2020 by Bouygues Travaux Publics Customer Excellence award for its 25% For as long as it has existed, the Group has exemplary approach to improving for the Grand Paris Depuis 2018, Bouygues Telecom poursuit le of Bouygues Telecom’s built new infrastructure that eases the flow the customer experience. développement de son réseau Fibre portant infrastructure project aujourd’hui à 7,2 millions le nombre de loge- fixed-line customers have of people and goods: tunnels, bridges, ments et locaux professionnels éligibles. roads, railways and cycle paths. It also En 2019, la cadence s’accélère pour couvrir FTTHa, equating to a total 4,8 millions de nouveaux logements sur l’en- builds alternative modes of transport that semble du territoire d’ici la fin de l’année. of 1 million Les zones peu denses sont au cœur de nos pré- DE FOYERS ÉÉLIGIIBBLES are more environmentally friendly and more À LA FIBRRE FIN 20019 occupations. Nous nous engageons à poursuivre nos investissements dans les Réseaux d’Initiative Over 15,000 Publique pour que le plus grand nombre puisse economical for their users, such as urban bénéficier des dernières évolutions technolo- electric vehicle charge points giques que permet le Très Haut Débit. cable car networks. In addition, Bouygues maintains roads, railways, bridges, airport have been installed by Bouygues Telecom runways, breakwaters and more besides, in Bouygues Energies & Services is rolling out fibre in France and further afield. semi-rural and rural areas. (a) Fibre-To-The-Home. (a) Wojo has been the new name for Nextdoor since March 2019.

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HELP BUILD

HARMONIOUS Sylvia Amicone Bringing people closer together host of LCI’s Impact Positif podcast 4COMMUNITIES ll the Bouygues group’s business Construction businesses build spaces for segments leverage their specific everyday interaction between people and A characteristics to help strengthen social groups. Social diversity is therefore ties and create an environment of a key consideration when designing Modern society is becoming more harmonious co-existence. eco-neighbourhoods. On a smaller scale, shared spaces and services within and more collaborative, driven by the This is especially true for TV programmes, apartment buildings energise relations development of new technologies. At which spark debate, promote worthwhile between residents, as do neighbourhood causes and enable people to share social-media platforms. the local level, people are increasingly in soul-stirring events together. TF1’s channels want to positively inspire The Group today believes it has a duty In this podcast, wanting closer social ties. Energised society. They work hard to ensure they to reinforce social cohesion by fighting I talk to people with by its vision of making life better, represent diversity in all its forms and discrimination and fostering mutual provide an arena for all types of opinion assistance and harmonious co-existence. inspiring stories who Green Office Enjoy, Bouygues serves as a key contributor the first positive-energy, and difference to be heard. In November 2019, it signed the manifesto have started projects to societal change. timber-framed building for the occupational integration of that make a real Telecommunications, by their very people with disabilities. At the initiative nature, bring people closer together by of the French government and Salon difference to society connecting them in a way that negates du handicap, this charter of operational by tackling climate- the physical distance between them. commitments aims to ensure people with related or social issues.” This is because Bouygues believes that strengthening ties and Digital technology – a powerful driver for bringing people closer together – Its 5G network is set to open at the end disabilities are better catered for in the dialogue helps make life better every day. The Group wants to bring adds a further dimension. As a media group, TF1 takes seriously its of 2020. world of work. people together wherever it can to promote mutual assistance, responsibility to break down social barriers and shine a spotlight on the harmonious relationships and community cohesion, thereby fostering benefits of diversity. a greater sense of social inclusion. Scan this QR code To help build harmonious communities, the Bouygues group commits to: “We are made to be together” (app and internet Motivated by this vision, the Group and its business segments design • bringing people closer together; – Bouygues Telecom’s new connection required). products and services that provide positive inspiration and cultivate corporate slogan Podcast in French only a sharing mindset. Neighbourhoods and residential developments • opening up dialogue and co-design efforts to residents and are built around spaces that serve as social hubs, where residents can customers; meet up and enjoy shared services. • encouraging local initiatives that help others within the community. GROUP OBJECTIVES

2019 objectives: RESULTS

All occupants of Bouygues Immobilier residences are able to download At Bouygues Immobilier, incorporate the “Entre Voisins”a app into every the “Entre Voisins” app for free to their smartphone, tablet and/or PC. multi-unit housing development marketed in 2019 At end-2019, this app was available in 8,521 housing units. Within the future “Les Fabriques” eco-neighbourhood in Marseille, a At Bouygues Construction, develop Fab Labb services and ‘third spaces’ “Fab Lab” has been developed that includes France’s largest makerspace to strengthen ties within neighbourhoods, in offices and on university run by Ici Marseille. This is a huge collaborative and socially responsible campuses makerspace that will involve local businesses, designers, artisans and artists and will have a major focus on digital and technological innovation. 1,000,000 The news mediator’s website, as with all other websites and social media accounts hours of occupational operated by the TF1 group, now has a link to the Code of Conduct published At TF1: help fight cyberbullying by partnering with Respect Zone, by Respect Zone, an NGO with which it has signed a partnership agreement. integration annually a charity Respect Zone exists to promote good online behaviour, and its Code of Conduct at Bouygues Construction calls not only for respect, but for digital spaces and content to be moderated. CityPlay has already made its mark on over 30 projects, including La Maillerie At Bouygues Construction, encourage the use of CityPlay to increase the in Lille (urban planning), Les Fabriques in Marseille (creation of new activities proportion of property developments designed in consultation with local within a ‘makerspace’), Share in Tours (‘serious game’), and the Smart city stakeholders. projects of Bouygues Energies & Services. 10.7m viewers tuned in to watch Objective monitoring: 2017 2018 2019 TARGET Target date the France-USA match on TF1 during the FIFA Women’s World Increase the number of Colas production sites working to promote c 50% 2021 dialogue with local communities 47% 47% 49% Cup soccer championship, the best audience score of 2019 (a) Through “Entre Voisins”, a social media app which helps neighbours exchange services, Bouygues Immobilier is working to foster friendly, cooperative atmospheres in its apartment buildings. (b) Short for “fabrication laboratory”, these are DIY spaces, usually open to the public, where people can use traditional tools, laser cutters, milling machines and 3D printers. Les Fabriques, an eco-neighbourhood project (c) The pro-forma number, excluding Miller McAsphalt group from the scope. by Bouygues Immobilier and Linkcity in Marseille, aims to promote the usage economy, bring people closer together, and create shared living spaces and connected services. 46 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 47 Our pledges

Akamasoa is an NGO supported by Bouygues SA in Madagascar that aims to get people out of the slums in Antananarivo by creating villages and giving them back their dignity through Open up dialogue and co-design efforts education and work. to residents and customers

ringing together all stakeholders At the local level, site managers – whether elected officials, local communicate openly with local residents 3 residents, students, senior citizens to ensure better acceptance of neighbourhood projects have B benefited from the Mixcity or first-time buyers – before a project construction sites. For example, Colas is launched provides an opportunity to gives out satisfaction surveys to residents initiative. An idea by Bouygues design and offer more suitable and more during maintained-occupancy rehabilitation Construction, a sociologist broadly accepted solutions. For this reason, projects. These aim to measure satisfaction is brought in to talk to local all the Group’s business segments welcome according to four criteria: information residents and identify the Fabrice KAKCHA NTICHI dialogue and consultation, making every before the work commenced, the quality preferences of each social class Former grant-holder of the effort to listen to the ideas and concerns of the work, the clean-up afterwards as regards accommodation Francis Bouygues Foundation voiced. and relations with the company. and the neighbourhood

The Group’s construction businesses Bouygues Telecom involves customers make it a priority to listen to residents’ in the continuous improvement of its expectations and place them at the centre products and services. For the second 800 Thanks to the help of projects. They are involved at all stages consecutive year, it held an open day people took part in the “Cœur of the foundation – before, during and after handover. called “Rencontres Clients” at each of de chantier” initiative, with the A range of different solutions is offered: its six customer relations centres, during support of Bouygues Immobilier, and my studies at meetings, dedicated apps and which around 100 customers were able in Nanterre. The objective was co-designing projects with the residents. to learn about what being a customer the engineering school advisor entails and listen in on a session. to help work towards urban Enseirb-Matmecaa, transformation by involving the I was able to start my These initiatives have proven effective entire neighbourhood in the design and will be held again. of a collective work of art career and I work as to energise the neighbourhood a developer. I’m now mentoring a grant-holder

Around myself.”

400 (a) École Nationale Supérieure d’Électronique, Colas production units have Informatique, Télécommunications, Bouygues Immobilier is developing consultation Mathématique et Mécanique in Bordeaux and co-design methods for its property pledged to conduct an developments. One example is Sollys, a official dialogue exercise collaborative housing project in Lyon Confluence. with local residents, elected Ten future client-families are completing the co-design workshops for their homes. representatives and authorities The Bouygues Immobilier corporate foundation is supporting the Médiaterre project run by Unis-Cité. Laurent MAREUGE 1,165 Founder and CEO of the start-up Com’in Encourage initatives that help volunteer employees from the Bouygues Telecom others within the community corporate foundation are involved in patronage initiatives Com’in’s network of smart during their work hours atronage policy is implemented at Their dedication helps extend sensors can be harnessed Bouygues group level, within business Bouygues’ positive impact into local to analyse and manage Psegments and through community communities. Whenever possible, disturbances in real initiatives. The patronage policy of the the Group’s business segments give 152 parent company, Bouygues SA, focuses tangible expression to their societal not-for-profit organisations time. Local residents are on three themes: education, health and commitment by volunteering their are supported by TF1 in the areas informed and consulted social initiatives. Each of the Group’s five knowledge and expertise. For example, of community action, promotion through the app, enabling business segments also carries out its own 1,165 Bouygues Telecom employees of diversity and sustainable patronage initiatives. volunteer their time for charity development worksite supervisors initiatives. to make the right choices The Group helps and supports all kinds of initiatives, small-scale or otherwise, giving when carrying out priority to long-term actions. It does so 889 the work.” around the world, wherever it operates, students supported by the participating in local life and paying Francis Bouygues Foundation particular attention to projects supported since its launch Com’in, a product of the Bouygues group’s by its employees. intrapreneurship programme, is a platform that analyses and manages noise, dust and mobility-related issues in real time.

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Bouygues enjoys a stable governance adapted to the structure of a diversified group. As a result, it can implement its value-creation strategy over the long term. Reflecting its culture, the Group focuses on trust and empowerment, as well as on dialogue between the parent company and the business segments.

The positive-energy buildings “Upside” and “Hub 24–7” in the new Nanterre Cœur Université district near Paris

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A BOARD Work of the Board and its committees OF DIRECTORS SERVING in 2019 WORK BY THE BOARD ON THE GROUP’S MAJOR STRATEGIC CHALLENGES A LONG-TERM VISION The Board ensures the Group’s strategy is followed. All major strategic decisions affecting Bouygues and its business segments are reviewed at the meetings. For example, plans to sell part of Bouygues’ stake in Alstom were reviewed by the Board of Directors in 2019. Composition of the Board of Directors After the AGM of 23 April 2020 Major operations/ Strategic projects KEY BOARD FIGURES % Strategy/ FOR 2019 50 Business plans Independent Financing directors 94% Average attendance Closing of financial Remuneration Martin Bouygues Olivier Bouygues Charlotte Bouygues % Chairman and CEO Deputy CEO Standing representative 58 statements of SCDM Female Board members BOARD 7 OF DIRECTORS Board meetings 56.4 Risks and HR policy/ Employee share ownership Average age internal control of directors Ethics and compliance CSR a 38% Governance/ William Bouygues Benoît Maes Clara Gaymard Plan of succession Standing representative of directors have of SCDM Participations HR and/or CSR expertise (a) Corporate Social Responsibility.

SENIORITY THE WORK OF THE THREE SPECIAL COMMITTEES IN 2019 • 6 Under 5 years

• 5 From 5 to 9 years Audit Committee Ethics, CSR and Patronage Selection and Remuneration Committee Committee Anne-Marie Idrac Colette Lewiner Rose-Marie • 2 10 years and over Van Lerberghe Helman le Pas de Sécheval Anne-Marie Idrac Colette Lewiner Chairman Chair Chair

VARIED AND • Oversees the financial statements • Ensures compliance with the Group’s values • Gives its opinion to the board and financial information preparation and rules of conduct on appointments and term-of-office COMPLEMENTARY EXPERIENCE process • Monitors issues relating to compliance, renewals of the directors, AND SKILL SETS • Verifies the effectiveness of internal CSR and changes to business models the CEO and Deputy CEOs control and risk management systems • Tracks implementation of sustainable • Gives its opinion on the composition Given the diversity of the Group’s business • Reviews the risk map and major development roadmaps by the business of committees segments, its Board members must litigation segments • Presents proposals to the Board Alexandre de Rothschild Francis Castagné a Raphaëlle Deflesselle represent a broad range of skills. • Organises the selection of auditors • Gives its opinion on patronage actions of Directors on remuneration policy and monitors their work and the main to the board and the amount of remuneration Sector-specific skills France – International litigations • Approves new compliance programmes paid to corporate officers and revisions to the Code of Ethics • Recommends policy for stock Members of the SCDM group Banking – Insurance, Construction – and to existing compliance programmes option awards Independent directors Property, Power – Transport – Utilities Non-independent external director Civil service, Industry, Media, Telecoms Director representing employees Professional skills Directors representing employee shareholders 5 meetings in 2019 5 meetings in 2019 4 meetings in 2019 Michèle Vilain Digital media – Finance – Senior executive in a large group – Corporate Social 95% average attendance 100% average attendance 100% average attendance Responsibility – International experience

(a) Francis Castagné’s term of office expires after the 2020 AGM. Two new directors FIND OUT MORE representing employees are due to be appointed by the Group Council scheduled to meet on 4 June 2020. > Bouygues’ 2019 Universal Registration Document, section 5.3

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MANAGEMENT TEAM Remuneration linked closely to performance

The remuneration policy, which is tailored to each employee and based on merit, is an integral part of the Group’s culture. AND REMUNERATION PRINCIPLES Because remuneration underpins business development and performance, Bouygues wants it to be central to operations in all its entities, in every country. Where personal and team targets have been met or surpassed, this is rewarded. The Group’s senior management team In 2019, a Group Remuneration & Benefits unit was set up to centralise and implement best remuneration practices.

The Group Management Committee is comprised of the four Executive Officers of the parent company and the five heads GENERAL REMUNERATION PRINCIPLES of the business segments, who all have vast experience within the Bouygues group. Each business segment defines its own business strategy within the framework of the overall vision as determined by the parent company. The remuneration policy at the Group has four major components: As such, the business segments work to meet the major challenges facing the Group whilst retaining a great deal of freedom in managing their own operations. Continuous and constructive dialogue between the parent company and the business segments Giving employees a share Ensuring fair pay Offering a Tailoring remuneration is pivotal in ensuring harmonisation and coordination at the highest level. in the company’s profits comprehensive package policies to professions, specific profiles SELF-STANDING SUBSIDIARIES COORDINATED BY THE PARENT COMPANY • In France, 99% of employees • Decisions on pay are made • Aside from pay rises, and geographies benefit from compulsory by all parties involved: local the Group offers AND BUSINESS-SEGMENT HEADS INVOLVED IN THE GROUP’S SENIOR MANAGEMENT or voluntary profit-sharing management, the HR manager, other benefits such as at 31 December 2019 agreements. employee representatives high-grade healthcare • Policies are calibrated • Specific adapted agreements and senior management. insurance, personal risk to take into account are in force in international • Internal wage levels are analysed coverage, agreements geographical area, businesses. from different angles throughout promoting work-life economic context, Bouygues SA: • Employee-savings incentives the year by business line to balance and quality of life labour market, rare The parent company has a significant presence on the are offered in France ensure equal treatment, especially at work, supplementary skills and newness of and internationally. regarding equal pay for women pension benefits and professions, in keeping boards of each of the Group’s five business segments, • Capital increases are and men. training. with the Group’s enabling it to help define their strategy and play regularly reserved for • The remuneration systems standards as mentioned an active part in making their important decisions. employees (some 54,400 of all business segments factor above. Martin Bouygues are Group shareholders). in performance criteria linked Chairman and CEO to results and potential.

REMUNERATION OF EXECUTIVE OFFICERS

Aside from regular salaries, the remuneration of Bouygues SA Executive Officers comprises an annual variable portion and, in the case of Olivier Roussat and Philippe Marien, a multi-year component consisting of a conditional award of existing Bouygues shares.

Olivier Bouygues Olivier Roussat Philippe Mariena Deputy CEO Deputy CEO Deputy CEO Annual variable remuneration Long-term remuneration This may attain 160% of fixed remuneration, In 2019, multi-annual variable remuneration was discontinued for Martin Bouygues, subject to: Olivier Bouygues, Olivier Roussat and Philippe Marien, from which they had benefited The business segments’ senior management team: since 2017. This was superseded – for Olivier Roussat and Philippe Marien – by long- term variable remuneration (for the three-year period 2019–2020–2021). It takes the Each business-segment head attends Business performance: 56% form of a conditional award of existing Bouygues shares (limited to 40,000 shares per all Bouygues group Board meetings. achievement of business plan targets. beneficiary) and aims to ensure that the interests of the Group’s Executive Officers 25% Balance sheet strength: are far more closely aligned with those of other shareholders. This mechanism change in net debt relative to the business plan. provides no benefits to Martin Bouygues or Olivier Bouygues as their personal circumstances ensure that their own and shareholders’ interests are aligned. 19% Extra-financial goals: meeting targets relating to health & safety The share award will be subject to the following conditions: (lower accident frequency than in previous year), the climate (roll-out of a climate policy • Presence • Business • Share-price compatible with the targets of the Paris (The beneficiary must outperformance outperformance Philippe Bonnave Pascal Minault Frédéric Gardès Gilles Pélisson Richard Viel be an Executive Officer (up to 75%) (up to 25%) Agreement), compliance and managerial at the time of the award) Chairman and CEO of Chairman of CEO of Colas Chairman and CEO CEO of performance. Bouygues Construction Bouygues Immobilier of TF1 Bouygues Telecom Long-term remuneration is split evenly between a cash award (based on the opening price on the day before the award) and a share award. Lastly, 60% of the shares awarded are held in registered form until they represent the equivalent of 1.5 times the fixed remuneration of Olivier Roussat and Philippe Marien. FIND OUT MORE The shares awarded are locked up until their term of office ends. It was proposed In line with practices at the parent company, the Boards of Directors of each business segment are supported by committees > Bouygues’ 2019 Universal Registration at the Combined Annual General meeting of 23 April 2020 to continue this mechanism that enhance their decision-making in areas such as audit, business ethics and remuneration. Document, section 5.4 over the period 2020–2022 for Olivier Roussat.

(a) Philippe Marien resigned from office as Deputy Chief Executive Officer on 19 February 2020. He remains a member of the Group Management Committee.

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ETHICS AND COMPLIANCE: EXERCISING OUR DUTY OF VIGILANCE

A PERMANENT COMMITMENT The Bouygues group is intent on preventing serious infringements of human rights BY THE GROUP and safeguarding its personnel and the environment. In 2019, it published its third vigilance plan.

n 2006, the Bouygues group introduced a Code of Ethics, which sets out the essential values to which the Group and its employees The vigilance plan aims to identify and manage – all along the value chain – the potential risks to people and the environment are expected to adhere in performing their professional duties. It is intended to help employees make decisions in real-life situations arising from Bouygues’ business activities. It is an integral part of the Group’s policy on business ethics and has been Iby reference to clear and precise principles. implemented in each of the five business segments. 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 measures. Pinpointing the main risks

Each business segment has identified, analysed and ranked its risks. The main risks for the Group are connected with: • environmental damage and operational and industrial pollution risks; • human rights abuses such as contracting work that may result in population displacement and excessive working time; CODE OF ETHICS 5 COMPLIANCE PROGRAMMES • risks relating to security, workplace accidents and occupational illnesses; • risks relating to purchasing and supplier relations.

CODE FINANCIAL COMPETITION ANTI-CORRUPTION CONFLICTS EMBARGOES OF ETHICS INFORMATION COMPLIANCE COMPLIANCE OF INTEREST AND EXPORT PROGRAMME PROGRAMME AND SECURITIES COMPLIANCE RESTRICTIONS PROGRAMME TRADING COMPLIANCE PROGRAMME COMPLIANCE PROGRAMME Vigilance plans

Formally identifying these risks has led managed by the Group’s purchasing to tougher existing measures and new departments. Failure to uphold these rules prevention and mitigation actions. Specific can lead to measures up to and including Group-wide governance measures have termination of the contract. been implemented by each business segment to oversee these action plans, Official partnerships with EcoVadis, as well resulting in higher levels of collaboration as the Acesia system offered by Afnor, among the departments concerned. These the French standardisation body, provide In these compliance programmes, the Group reiterates the main measures were presented to the Bouygues a way to assess the CSR performances regulations and rules of conduct that are applicable, and specifies Ethics, CSR and Patronage Committee. of suppliers and subcontractors that have the measures for information, prevention, control and penalties signed master service agreements with that are to be implemented within the business segments. Furthermore, Bouygues’ responsibility the Group’s business segments. This means The Code of Ethics and the compliance programmes, which are and achievements are intrinsically linked that suppliers and subcontractors can be disseminated to employees, are updated regularly based on to those of its suppliers and included in remedial measures. In the past feedback. subcontractors. The CSR Charter for two years, 8,590 CSR assessments have suppliers and subcontractors, which was been carried out. Each business segment In 2017, an extensive review was carried out to update them, updated in 2019, embodies Bouygues’ ensures, through external audits, that resulting in a new programme on embargoes that was commitments and those that must be their suppliers uphold the CSR obligations subsequently disseminated to employees. The corporate upheld by companies wanting to do incumbent upon them. whistleblowing facility was also revised subsequent to enactment business with the Group. This document of France’s Sapin 2 anti-corruption and transparency law. is appended to orders and contracts In 2019, the Ethics, CSR and Patronage Committee and the Board of Directors reviewed the organisation of the compliance process and the implementation of procedures connected The on-line training app “Fair deal” with the Sapin 2 law throughout the Group. by Bouygues Construction aims to help Whistleblowing mechanism As with the parent company, each business segment has its own employees make decisions that are consistent with the Group’s ethics and compliance Ethics committee and Ethics officer. policies. To receive and process all whistleblowing the whistleblower and also of the persons The Code of Ethics is available at bouygues.com. alerts, including those relating to due implicated by the alert, as well as the diligence obligations, the Group has set confidentiality of all related information. up a whistleblowing facility whereby the Ethics Officer of the business segment The platform is available at: concerned can be contacted via a https://alertegroupe.bouygues.com FIND OUT MORE dedicated platform. It is accessible to all > Bouygues’ 2019 Universal Registration and guarantees both the anonymity of Document, Chapter 3

56 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 57 Our governance

MANAGING THE RISKS INHERENT Major risks identified a THEME EXAMPLES OF ACTIONS IMPLEMENTED TO THE GROUP’S BUSINESS ACTIVITIES OPERATIONAL RISKS

Major construction projects Risk management is based on the principles which guide employees, namely: prudent thinking, These can incur significant risks: • Specific process for approving and managing • in the design phase: design flaws, under-budgeting, major projects, with findings shared with senior application of experience, pre-emptive action and long-term vision, transparency and collegial poor assessment of the local environment, etc. management decision-making. • in the execution phase: counterparty business failures, difficulty in recruiting human resources, construction defects leading to cost overruns, quality problems or failure to meet deadlines Risk management procedure Cybersecurity and business continuity Cyberattacks and attempts to hack into networks • Mechanisms for securing systems and data, Each year, the major risks – from strategic and operational to financial, legal, IT and ethical risks – are identified and assessed at the and information systems may result in: for supervision and for incident management operating entity, business segment and Group levels. Action plans are drafted and monitored to improve control over these risks. • critical operating systems becoming unavailable, or • Management of access rights • sensitive data being stolen • Raising employee awareness, audits, cyber-risk insurance, web surveillance Acquisitions and diversifications Acquisitions entail risks, for example valuing target companies, • Investment committees set up assessing their development potential and taking regulatory • Definition and monitoring of risks associated requirements into account. The integration stage can also be difficult. with planned transactions MAPPING THE OPERATING Senior management Senior management Acquired companies performing below expectations can in some • Systematic review process OPERATING ENTITIES’ RISKS of the operating entities of the business segments cases produce impairment charges. ENTITIES Disintermediation New digital players have emerged in the markets in which the Group • More products and services harnessing digital operates: technology, e.g. the Dijon smart city • Property and construction: digital platform operators are offering • TF1 is branching out into production (Newen, etc.) innovative ways of selling directly or managing processes and digital content (Project Salto, aufeminin.com, • Media and Telecoms: companies offering new content etc.) and responding to profound changes in consumer habits • Open innovation Business segments’ Board of Directors Markets One meeting devoted Business segments’ MAPPING THE FIVE BUSINESS Construction: economic conditions as well as administrative and tax • Business line diversification to the business segments’ Audit Committee SEGMENTS’ MAJOR RISKS changes may produce a downturn in the property market. • Geographical diversification multi-year strategic plans BUSINESS • Television: rapid changes in viewer expectations may undermine • Innovation in products and services, maintaining and the risk maps related to these plans SEGMENTS previous choices about programme acquisitions the edge over competitors • Telecoms: the French market remains highly competitive, • Cautious management of the land bank marked by significant promotional activity

EXTRA-FINANCIAL RISKS Bouygues Board of Directors Compliance and ethics The Group’s business activities are diversified, decentralised and present • Clear rules are disseminated, for example through MAPPING THE GROUP’S Bouygues One meeting devoted in many different countries. Consequently, Bouygues maintains a very high the Group Code of Ethics, compliance programmes to the business segments’ MAJOR RISKS Audit Committee level of vigilance to prevent and detect unethical behaviour, such as fraud, and the Internal Control Reference Manual GROUP multi-year strategic plans and the risk maps related failure to comply with competition law and corruption. • Visible commitment from executives, employee to these plans awareness programmes, regular training of populations most at risk Climate risk Climate risk is considered from two angles: • Adapted products and services, promoting 1. The impact of climate change on the Group’s operations sustainable construction and bioclimatic design 2. The consequences of the Group being ‘part of the problem’ • Helping customers become more energy efficient 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. and using low-carbon construction methods • Promoting timber construction (a) Other major events such as the worldwide Covid-19 pandemic may occur and have an impact on business activity.

FIND OUT MORE > Bouygues’ 2019 Universal Registration Document, Chapter 4 58 • BOUYGUES • 2019 INTEGRATED REPORT BOUYGUES • 2019 INTEGRATED REPORT • 59 Notre gouvernance

About this Integrated Report

This is the third Integrated Report It has been designed to be Group’s senior management published by Bouygues. It has informative so that the reader may and departments at the parent been written with all our investors, obtain a comprehensive picture company and in each of the five employee shareholders, staff of the Group and the challenges it business segments. members and other stakeholders faces. It therefore completes the in mind. Readers are invited to send their range of publications produced questions and feedback to: This Integrated Report describes by Bouygues, by providing the Group’s environment and access to more detailed content presents its strategic fundamentals and regulatory information. and pledges, as well as a portrait The report draws inspiration of its expertise, thereby showing from the benchmark framework how it creates long-term value for proposed by IIRC. It is the result its stakeholders. of collaboration between the [email protected]

(a) International Integrated Reporting Council.

Overview of publications

UNIVERSAL REGISTRATION AT A GLANCE INVESTOR DOCUMENT A summary of the year (highlights, key indicators) PRESENTATIONS supplemented with corporate information Business, financial, accounting, legal, human Presentation of the Group’s results, on the Group. Available in six different languages resources, environmental and social information strategies and outlook. via the Bouygues app for tablets (iOS, android). for the previous year. Filed with the AMF (the French securities regulator) every year.

BOUYGUES.COM & SOCIAL NETWORKS

All the news, information, publications and job offers of the Bouygues group. Belaroïa, a building that combines energy efficiency and functional diversity in Montpellier

60 • BOUYGUES • RAPPORT INTÉGRÉ 2019 BOUYGUES GROUP 32 avenue Hoche

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BOUYGUES CONSTRUCTION Shareholders and investors

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F-78061 Saint-Quentin-en-Yvelines cedex Tel.: +33 (0)1 44 20 10 79 Tel.: +33 (0)1 30 60 33 00 [email protected] bouygues-construction.com Twitter: @Bouygues_C Registered share service

BOUYGUES IMMOBILIER Gaëlle Pinçon – Marie-Caroline Thabuy 3 boulevard Gallieni Tel.: +33 (0)1 44 20 10 61/11 07

F-92445 Issy-les-Moulineaux cedex [email protected] Tel.: +33 (0)1 55 38 25 25 bouygues-immobilier-corporate.com Twitter: @Bouygues_Immo Group Corporate Communications department

COLAS Tel.: +33 (0)1 44 20 12 01

1 rue du Colonel Pierre Avia (Press office)

F-75015 Paris [email protected] Tel.: +33 (0)1 47 61 75 00 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

23 April 2020 • Bouygues group • Translation: Michael Dever and Bouygues group Translation department • Design and production: • Printed by: DEJA LINK (Seine-Saint-Denis), a PEFC™ and FSC® certified printer • Accessible digital version: Ipedis.

Accessibility: from 15 May 2020, the digital version of this report will comply with accessibility standards for web content (WCAG 2.0) and have Iso 14289–1 certification. Its ergonomic design allows 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.

Photo credits: S. Aboudaram/We are content(s) (p. 4); All Rights Reserved (p. 60); Association Akamasoa (p. 49); J. Alvarez (p. 5); BETC/Bouygues Telecom (p. 31, 44, 47); N. Bilay/Shutterstock Custom (p. 60); Birdeyecam (p. 2); D. Bleuset (p. 43); Blue Iris Photography (p. 18); Bouygues Construction/DR (p. 27, 37); Bouygues Travaux Publics (p. 41); P. Bowonkitwanchai/Shutterstock (p. 40); T. Braut/TF1 (p. 4); Yves Chanoit (p. 16); C. Chevalin/TF1 (p. 30, 44); T. Ching Yee – Orange Cactus Project (Inside back cover); C. Clanet (p. 6); Colas photo library (p. 41); J. Cresp (Inside front cover, p. 38); A. Crouet/Colas (p. 40); A. Da Silva/ Graphix-Images (p. 50, 52, 54); K. Dolmaire (p. 45); É. Dupuis/Unis-Cité (p. 49); H. Fabre-Photographies (p. 39, 45); A. Février (p. 15, 23, 52, 54); Flamingo Images/Shutterstock (p. 16); T. Francius/Shutterstock Custom (p. 4); GaudiLab/Shutterstock (p. 16, 36); M. de Groot (p. 44); Groupement Constructeur Calais Port 2015 (p. 29); Ideol (p. 39); N. Imre (p. 39); iStock (p. 48); J.-F. Labat (p. 52); M. Laguillaumie (p. 36); B. Landry (p. 34); Linkcity (p. 47); S. Loubaton/Capa Pictures (p. 1, 15, 52, 54); J. Lutt/Capa Pictures (p. 54); Y. Manac’h/Capa Pictures (Front cover); P. Messina/Dragon Rouge (p. 16); personal photos (p. 35, 37, 45, 48, 56); X. Renauld (p. 36); SO Dupont Renoux (p. 6); M. Stange (p. 6); S. Tétu (p. 6, 12, 16, 42, 43); Unplash/iStock (Inside back cover); Agence Veodi (p. 32); T. Voisin (p. 56); L. Zylberman (p. 46). Architects: UrbanEra/François Leclercq Architectes Urbanistes/Mekene (p. 50); Valode & Pistre architectes – Renzo Piano (p. 2); SCDA Design Pte. Ltd. (p. 27); KOZ Architectes; ASP Architecture (p. 43); AIA Architectes (p. 45); Baumschlager-Eberle architectes – Scape (p. 46); IF Architectes (p. 60); Büro Ole Scheeren (p. 15); Shigeru Ban – Jean de Gastines (p. 16); ADDP Architects (Inside back cover); Henning Larsen Architects – Keurk Architecture (Front cover). Rendering artist: DR (p. 40); Virtual Building (p. 48)