NATIXIS -2020 Universal Registration Document

2020 NON-FINANCIAL PERFORMANCE REPORT Employee engagement

North & South America

France

EMEA

Asia-Pacific

Total Worldwide

Turnover (permanent employment contracts)

2020

2019 2018 2020

2019 2018 2020

2019 2018 2020

2019 2018 2020

2019 2018

Turnover (in %) (a)

6.3 8.8 7.0 17.3 18.7 20.9 7.8 13.5 16.1 10.6 15.2 18.1 8.0 10.4 9.0 6.8 10.0 7.5 25.5 24.7 29.2 7.4 12.8 18.3 11.3 16.1 22.3 9.3 12.0 10.4 5.9 7.5 6.5 9.2 12.7 12.7 8.2 14.3 14.0 10.0 14.2 13.8 6.6 8.8 7.6

New hire rate (in %) (b) Departure rate (in %) (c)

Average: (new hire rate + departure rate)/2. (a) Number of new hires during the year/average annual headcount. (b) Number of departures during the year/average annual headcount. (c)

Culture 6.7.1.2 Collaborativework carried out in 2020, with the broad participationof employees representing all business lines, resulted in the emergence of the Purple Way, which defines Natixis’ culture and is based on three pillars: lasting impact by ethically and responsibly bringing our expertise V to our clients and stakeholders; entrepreneurial spirit by being agile, involved and resilient in all V circumstances; 6.7.1.3 Developing talented employees is a priority of Natixis’ HR strategy. Natixis deploys a structured Talent Management system across all of its entities, which makes it possible to anticipate successionsand contribute to the individual development plans of each employee, particularly through Talent reviews and Career Committees. In 2020, this system made it possible to define or update all succession plans for Executive Committee members and the majority of Natixis Global Leaders (first leadership circle) in all Natixis entities. For each employee, the development interview with his/her manager, gives rise to the creation of an individual development plan , tailored to his/her skills development needs, whether through training or taking charge of new projects to develop his/her experience, and his/her wishes for internal mobility (geographical and/or functional). The “Purple Academy” , the internal university dedicated to leadership development, offers programs to support leaders in the transformationof Natixis, promote the deployment of the leadership model and accelerate the development of leaders and talents. Talents

collective intelligence by actively working to succeed together, as V a team, with openness and trust. They must be the foundation for the operation of Natixis teams, in a climate of trust and responsibility and aims to promote innovation, the developmentand expressionof everyone’sskills for the Group as well as initiatives in compliance with the rules and ethics.

The Natixis Leadership Program (NLP) every year enables a group of 20 young talents to follow a path focused on the Company’s strategy. Since 2018, a “Development Journey” program supports high-potential Purple Leaders in the development of their individual development plan, preparing them for their next career step. Natixis also offers a Women Sponsorship Program , allowing the sponsorship, for one year, of 15 female talents from the Purple Leaders community (extended leadership circle) by a member of the ExecutiveManagementCommittee or ExecutiveCommittee.The aim is to promote these employees in the Company and encourage them to take on greater responsibilities. Internal mobility is at the heart of Natixis’ career management system. More than 98% of the positions opened in France in 2020 were filled by the Talent AcquisitionHub i.e. 857 recruitments.More than half of the positions filled in France are through internal mobility. An Intranet platform, My Purple Career , dedicated to mobility, offers employees a wide range of content on career management and career paths:business line information, advice, testimonials, etc.

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North & South America

FRANCE

EMEA

Asia-Pacific

Total Worldwide

2019 2018 2020

2019 2018 2020

2019 2018 2020

2019 2018 2020

2020

2019 2018

Number of internal transfers 729 764 1,148 22 31 28

1 19 172 12 22 27 764 836 1,375

Internal transfer rate (in %) Job openings filled through internal transfers (in %) Internal transfers between divisions (in %)

6.9 7.3 nc 1.6 3.2 nc

0

2 nc

2 3.6 nc 5.6 6.3 nc

56.5 46.3 55.7

5 8.7 7.7 1.6 15.7 55.8 12 15.7 15.5 40.3 36.8 47.4

2.7 7.3 nc 48.5 69 nc 100 60 nc 35.3 40 nc 5.5 13.8 nc

Internal transfers are recorded by country/region of arrival. Employee mobility rate for the geographic area. New calculation formula; no data available in 2018 due to business transfers in 2019. Incoming mobility in the geographic area with regard to all recruitment and inward mobility in the geographical area. New indicator; no data available in 2018 due to business transfers in 2019.

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NATIXIS UNIVERSAL REGISTRATION DOCUMENT 2020