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1 8 N o v e m b e r 2 0 2 5
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2 This presentation contains forward-looking statements regarding Crédit Agricole S.A. and the Crédit Agricole Group, including market trends. Such information may encompass financial projections, underlying assumptions on which these projections are based, statements concerning projects, objectives and expectations related to future transactions, products and services, as well as considerations regarding future performance. These elements are derived from scenarios built on a range of economic assumptions within a specific competitive and regulatory context. Consequently, these assumptions are inherently subject to random factors and uncertainties that are difficult to predict and may cause actual results to differ materially from those expressed, implied, or inferred from the prospective information presented herein. Except as required by applicable laws and regulations, neither Crédit Agricole S.A. nor any other entity within the Crédit Agricole Group undertakes any obligation to update or revise such forward-looking information to reflect new data or future events. Similarly, the financial information rely on estimates, notably in determining market values and asset impairment. Readers should consider all these risk factors and uncertainties before forming their own judgment on the basis of the present presentation. The figures presented have not been audited. The financial data for the year ended December 31, 2024, approved by the Board of Directors on February 4, 2025, and by the General Meeting on May 14, 2025, have been prepared in accordance with IFRS as adopted by the European Union and applicable at year-end 2024, as well as prevailing prudential regulations. Financial targets are prepared in accordance with IFRS as adopted by the European Union and applicable as of January 1, 2025, and are based on assumptions regarding the application of prudential regulations. This information does not constitute forecasts within the meaning of EU Delegated Regulation 2019/980 of March 14, 2019, as amended or modified, as the case may be. Note: The Crédit Agricole Group’s scope of consolidation includes the Regional Banks, Local Banks, Crédit Agricole S.A., and their respective subsidiaries. This scope has been selected by the competent authorities for assessing the Group’s position in recent stress test exercises. Crédit Agricole S.A. is the listed entity and notably owns the subsidiaries of its business lines (Asset Gathering, Large Customers, Specialized Financial Services, French Retail Banking, and International Retail Banking). Please note that totals in tables and analyses may differ slightly from the sum of individual values due to rounding. The 2024 pro forma figures are presented based on the assumption that Crédit Agricole S.A.’s 20.1% stake in Banco BPM S.p.A. will be accounted for using the equity method (This assumption is subject to obtaining authorization from the European Central Bank for Crédit Agricole S.A. to exceed the 20% threshold of Banco BPM’s share capital). Disclaimer
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1. The challenges we face 2. What we want to be 3. What gives us momentum 4. A bold plan for success • Acceleration • Transformation • Cohesion 5. Financial targets 6. Appendices
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The challenges we face 1. 4
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Europe must strengthen its competitiveness and strategic autonomy Societal and environmental transitions are a race against time Banking sector facing intensified competition through digital and AI • Climate: +90% of losses due to climate-related disasters since 2014 • Ageing: by 2050, 16% of Europe’s population will be over 75 and 40% over 50 • Wealth transfer: > €3,000bn by 20356 • Relationship fragmentation: online/neobanks represent 40% of customer onboardings3, although currently only ~3% of retail banking revenues • Disintermediation: mobile payment (7% of payments4), private debt (+16% per year over 10 years5), cryptocurrencies,… • Europe lagging behind the United States: stagnant productivity (+0.8% vs +6%1) • > €1,500bn in investments by the EU in strategic sectors (defense, energy, AI,…) • US banks capturing 57% of CIB revenues2 in Europe 5 1. Growth in productivity in 2019-2023 as GDP per hour worked / 2. % of fee and commission revenues generated by the 10 largest banks in Europe / 3. CSA’s 2024 account opening and closing survey (Baromètre Ouvertures et Clôtures de comptes – Baroc) / 4. Value of payments made through X-Pay in stores in France in 2024 / 5. Global private debt market (outstanding) 2012-2023 / 6. Amounts that will be transferred as part of estates in the next 10 years in France Sources: OECD, EU investment plans, LSEG report, Bain study on the behaviour of retail banking customers in France, European Central Bank, Preqin, Refinitiv, Les Echos
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What we want to be2. 6
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A Conquering Group Leader in Europe Leader in New Technologies Leader in Transitions 7
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What gives us momentum 3. 8
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Our strength as a diversified universal banking group Our raison d’être and Group project put customers and society at the heart of our activities • 54m customers in 46 countries • 10th largest bank in the world1 • 8 business lines ranked among Europe’s leaders • “Working every day in the interest of our customers and society” • Bank with cooperative and mutualist foundations • Preferred bank of the French and the Italians Our committed employees and high level of employer attractiveness • 79% Net Promoter Score for Crédit Agricole S.A. (+5 pp vs 2022) • Ranked #1 among the top 25 companies offering the best career opportunities in France2 • 1m resumes received by Crédit Agricole S.A. in 2024 Our decentralised model which fosters entrepreneurship • All our business divisions are growing3; some are acting as European consolidators • External growth accounts for 30% of the increase in our revenues3 9 1. The Banker ranking, by balance sheet size / 2. LinkedIn Top Companies 2025 ranking / 3. Over six years Sources: OpinionWay survey (2025), Net Promoter Score – Doxa Study October 2024, Crédit Agricole Group
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A high-performing Group with strong growth potential A strong and resilient Group able to absorb shocks A Group that invests for the long term with a stable shareholding structure A European consolidator • No. 1 in revenue growth among European banks over 10 years3 for Crédit Agricole S.A. (5.6%) • Targets exceeded for the last three MTPs • An organic growth model: 70% of the increase in our revenues4, driven by customer capture and equipment • €5.4bn invested in IT in 20245 • 2 new business lines launched in 2023: Transitions & Energies, Santé & Territoires • Solutions developed by our start-up studio: HR bank, Blank, Kolecto • €142bn1 in equity • 17.2%1 CET 1 at Crédit Agricole Group level (No. 1 G-SIB bank in Europe in terms of distance to SREP2) • €473bn1 in liquidity reserves • €19bn in acquisitionsin 10years via 65transactions (strict criteria: ROI > 10% in 3 years) 10 1. As of end-2024 / 2. Supervisory Review and Evaluation Process / 3. CAGR15-24 for a sample of 15 listed peer banks in Europe / 4. Over six years / 5. Crédit Agricole Group’s build and run costs Source: Crédit Agricole Group
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A bold plan for success 4. 11 Acceleration Transformation Cohesion
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Accelerate to broaden our market reach 60m customers ~€3,500bn in savings Or ~ +€400bn Asset management, Life insurance, Wealth management, On-balance-sheet savings > €30bn in revenues Of which ~60% generated internationally Gain market share in domestic retail banking Create new growth opportunities in Europe Strengthen the presence of our leading businesses in Asia Expand our product range and footprint Be a leader in transitions ACCELERATION 2028 AMBITION 1 2 3 4 5 12
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Gain market share in domestic retail banking Three complementary banks within a universal Group that serves everyone Universal banks serving everyone • A tailored approach to meet every customer’s needs (young people, families, affluent clients, corporates) • A comprehensive range of solutions combining digital convenience with human service excellence • Shaping dynamic regional economies (financing, construction, renovation) and accelerating major transitions in energy, mobility, and demographics The bank for entrepreneurs • A premium and multichannel advisory service, with wealth management and professional expertise • A fully digital access banking solution for independent clients, designed to optimise cost-to-serve • An optimised model combining remote advisory and shared in-branch services The best of digital savings for everyone • An online investment platform • Democratisation of savings through guided and engaging experiences and access to alternative investments (including cryptocurrencies) • Cost-to-serve reduced by half thanks amongst others to AI, with breakeven expected by 2028 +8m gross customer capture > 1m stock of customers 13 2028 AMBITION
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Gain market share in domestic retail banking Innovative solutions to entice our strategic customers Young customers Regain market leadership • A new and disruptive approach tailored to the trends and uses of young customers (mobile, voice-enabled and community-based services) Serve the entire value chain • Sector-specific offerings that go beyond traditional financial services • HR banking solutions • For the agricultural market: equity financing solutions to support generational renewal Support our customers’ projects • Globally coordinated expertise to deliver the best solutions for our customers’ needs • Exclusive investment solutions, including fully digital advisory management and private assets Mid-Caps Be the leading bank • A coordinated approach at Group-level to serve our customers • Deploying our cash management expertise and strengthening our equity financing solutions nationwide through the creation of Indosuez Corporate Advisory +1m gross affluent customer capture1 +1m gross professional / SME customer capture1 No. 1 bank for young customers Crédit Agricole Group 1 Mid-Cap out of 3 choosing Crédit Agricole Group as their trusted bank in France 2028 AMBITION 1. Cumulative customer capture from 2024 to 2028 for Regional Banks and LCL 14 Affluent customers Professionals / SMEs / Agriculture
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Create new growth opportunities in Europe Accelerating the Group’s momentum in Italy • Continuing to capture customers across all markets (individuals, professionals and corporates) • Developing a digital bank for professionals to become the preferred partner and a market leader for small businesses • Increasing cross-selling by fully leveraging synergies across business lines: ➢ Making better use of data and sharing them across entities ➢ Diversifying distribution channels and product offerings • Strengthening Crédit Agricole brand through coordinated initiatives to achieve a strong, attractive and long-term positioning • While remaining attentive to external growth opportunities Expand our business by strengthening collaboration across our business lines 2028 AMBITION 6.5m customers ~20% contribution to CASA’s earnings 15 Platform
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2028 AMBITION Create new growth opportunities in Europe Rolling out the universal model across Europe 2m customers in Germany 41% 15m CASA revenues in Europe excl. France1 CASA customers in Europe excl. France1 • A European-wide financial institution, with locations in 22 countries Countries with universal bank presence Other countries with B2C business line presence … to develop the universal model, starting with the creation of Crédit Agricole Deutschland • An established presence in Germany, the leading retail banking market in Europe €11bn Consumer finance outstandings1 €15bn Savings1,2 ~1m Customers1 • Unifying customer bases and value proposition • Expanding our offering to cover the full range of savings products, followed by everyday banking services and insurance • Leveraging BforBank’s technological assets • Continuing expansion into France’s neighbouring countries 1. Data at end-2024 / 2. On-balance-sheet savings 16 Leverage the Group’s presence in all key European markets…
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2028 AMBITION • Enhancing and expanding the tool dedicated to professionals in at least three European countries following Italy • Implementing a solution tailored to the agricultural market Create new growth opportunities in Europe Rolling out our savings solutions and offerings in specialised markets Create a digital savings platform for Europeans Launch a European digital bank for professional and agricultural markets > €40bn savings outstandings in Europe via the platform excl. France Leveraging our leadership in European asset gathering and our ability to deliver both tailored and industrialised solutions supporting a unique digital proposition for affluent customers: • A comprehensive and selective rangeof investment products (on-balance-sheet and financial savings) • Democratised and digital access to investment solutions (crypto-assets, private assets, structured products), powered by our technological solutions • Enhanced customer experience through advisory services and automated portfolio allocations 17
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• Leveraging the Group’s areas of excellence at the core of Europe’s strategic sovereignty priorities • Focusing on regions with strong trade flows and supporting the future reconstruction of Ukraine: France-Italy-Germany & Germany-Poland-Ukraine (~33k Mid-Caps, ~60% of EU’s GDP1) Create new growth opportunities in Europe Targeting European Mid-Caps by exporting our know-how 2028 AMBITION +200 Mid-Caps strategic customers for the Group in Europe excl. France 1. Sources: Eurostat and other national statistics databases, 2025 18 Implement a pan-European approach Agriculture Agri-food Defence Tech Energy • Creating a European coordination structureto support local coverage, responsible for accelerating capture and development of Mid-Caps in Europe • Defining strategic ambitions on the Mid-Cap market in each country where the Group’s universal bank is present • Extending our set-up to key countries without a universal bank presence, starting with Germany via a joint LCL x CACIB structure • Developing synergies across all business lines operating locally (CACIB, CAL&F, CAPFM, Amundi, CAA) Joint CACIB x LCL structure CA Bank Polska CA Ukraine LCL / RB / CACIB CA Italia / CACIB Support reindustrialisation in high-stakes regions and sectors
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Strengthen the presence of our leading businesses in Asia 2028 AMBITION +€150bn Amundi net inflows2 +5.5% CAGR 24-28 for CIB revenues in the APAC region €20bn AuM CAIWM 1. Subject to regulatory approvals / 2. Excluding the exceptional outflow relating to the reallocation of the Indian pension fund EPFO’s mandate 19 Expand our offerings to new regions Accelerating net inflows across all customer segments, primarily through the expansion of existing joint ventures and new partnerships, in a context of strong growth of saving pools in Asia Expanding our investment solutions for ultra-high-net-worth individuals and investment professionals, mainly in Southeast Asia Extending our Asian offerings to serve our European customers and to develop an Asian customer base (opening of a branch in Singapore1) Scaling up development in the Asia Pacific regionby leveraging our areas of expertise : financing of Infrastructure & Power projects supporting the energy transition, Telecom and Technology, Transport, market and investment hedging solutions, raising liquidity in a region with growing wealth SBI Funds Management ABC-CA Fund Management NH-Amundi Asset Management Consolidate our regional presence Amundi BOC Wealth Management
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2028 AMBITION Expand our product range and footprint Accelerate our development in payment, collection and flow management solutions Driving investment in private assets, particularly in debt, to benefit our policyholders • Offering solutions that integrate technological shifts, particularly in mobile payments (payment / collection, wallets, account-to-account) • Serving as a key partner for corporates with “all-in-one” collection solutions (via CAWL), including non-financial services (e.g. electronic invoicing with Kolecto) • Continuing to move our cash management offerings upmarket in France and Europe • Developing innovative partnerships leveraging blockchain technology x2 increase in card payments compared to market +20% bank transfer / direct debit orders issued 20 Positioning ourselves as leading players in the democratisation of private assets Developing investment solutions for institutional customers Providing enhanced support to debt funds for their financing needs and boosting our distribution capabilities Seize opportunities in private markets Strategic Partnership
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2028 AMBITION Be a leader in transitions 90/10 green-brown ratio5 €240bn Crédit Agricole Group financing of transitions6 €1bn CIB Sustainable Finance revenues7 600k home energy efficiency renovations supported 1. 2030 decarbonisation pathways defined in eight sectors (Oil & Gas, Power, Automotive, Commercial real estate, Cement, Aviation, Maritime transport, Steel) and stated ambitions in two sectors (Residential real estate, Agriculture) / 2. CA Assurances / 3. Examples: Alpine tourism, Farms in France (“Ferme France”) / 4. Focus on six components of natural capital (forests and wood, water, soil, biodiversity, agroecology and carbon) / 5. Relative share of low-carbon energy exposure vs fossil fuel extraction exposure (oil, gas, coal) / 6. Financing of environmental transition, financing of social inclusion and general financing of transitions / 7. Any sustainable finance transaction in line with market and Group standards 21 Stepping up our existing commitments and expanding our solutions to support all transitions Be a leader in the environmental transition economy • Reaffirming our Net Zero1 pathways and strengthening our climate strategy • Offering the broadest range of responsible investments on the market • Playing a major role in climate change adaptationthrough dedicated banking solutions, the new Prevention2 business line, promotion of circular and access economy, support to sectors3 • Innovating and mobilising resources for nature, notably through two initiatives: ➢ CA Capital Naturel4: strategic initiative aiming at acknowledging, protecting and creating economic value from this capital, starting with forests ➢ Climate & Nature Force: internal research network, risk and impact assessment monitoring centre, risk adaptation / mitigation issues, identification of opportunities • Being a leader in providing access to sustainable housing for all in France • Providing access to essential services locally ➢ Health (1m teleconsultations, group health coverage offerings supplemented by additional prevention services), mobility (10k car-sharing vehicles), renewable energy (~€1.5 to 2bn of annual financing in France) • Support agricultural and agri-food industry transitions Intensify our impact to support regional vitality and a just transition
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Be a leader in transitions Addressing the intergenerational challenges of the demographic transition Support our customers in all their challenges by combining our business lines and expertise Support senior citizens and caregivers through different stages of life Become the trusted partner of the great intergenerational wealth transfer Become a leader in individual and group retirement planning in Europe: • In Europe: provide investment solutions for all public and private pension fund schemes • In France: maintain our leadership in retirement savings • In Italy: accelerate our development by launching new offers for individuals and corporates Wealth transfer Retirement savings Ageing well 22 No. 1 Crédit Agricole Group is the leader in group and individual retirement outstandings in France > +€75bn Amundi net inflows in retirement savings in Europe 2028 AMBITION
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Transform faster to enhance efficiency < 55% Cost / Income ratio 1. Accelerate time to market and use AI and data as levers for customer capture and efficiency 1. Prepare for the future and strengthen our commitment to innovation 2. Stay ahead in risk management 3. Foster commitment through trust, as a foundation for performance and cross-functional collaboration TRANSFORMATION 2028 AMBITION 1 2 3 23 4
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2028 AMBITION Accelerate time to market and use AI and data as levers for customer capture and efficiency Investing in shared technological and industrial systems 20% savings in “administrative” time 50% efficiency gains on compliance operations Leverage these AI and Data platforms to create new industrial activities • Implementing a Data Market Place to make a better use of intra-Group data (customisation, targeting, feeding digital journeys,…) and facilitate access to market data • Scaling up AI solutions by pooling assetsacross the Group (e.g. Agentic AI platform, chatbot, personal assistant) • Creating a centre of expertise to support all business lines (revamping of processes, Data, AI, UX) • Providing multi-LLM access and training for all our employees • Implementing a Group KYC platform to strengthen customer self-care while reducing staff workload • Developing a new Digital Trust business line to become a preferred provider in this sector: ➢ Guarantee stakeholders reliability and their credentials (e.g. combatting fraud) ➢ Offer secure digital identity solutions ➢ Digitise business processes in a trustworthy manner (e.g. electronic signature) 24 Develop shared technological foundations to support the specific capabilities of each business line
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Enhance the efficiency and agility of our model Simplify our organisation 2x faster acceleration of time to market1 +30 measures for massive simplification • Strengthening value-driven management to control costs and accelerate delivery • Extending agile organisation principles to all business lines (“product mode” organisation) • Continuing IT infrastructures rationalisation in line with the streamlining of offerings and journeys of major business lines (e.g. infrastructure convergence project in Europe conducted by CAPFM) • Launching a major simplification programme within each entity of CASA: application of the “+1/-1 rule” at all levels, review of processes and comitology • Reviewing our major support functions (e.g. Finance, HR) to boost productivity and efficiency: convergence of IT solutions, creation of shared service centres, automation of processes through AI, strengthening expertise 1. Examples of achievements: mortgage journey (“parcours Habitat”) developed in 4 months (vs 12 months usually), LCL Easy Pro developed in 9 months (vs a planned 18 months) 25 2028 AMBITION Simplifying to be more agile, efficient and responsive Accelerate time to market and use AI and data as levers for customer capture and efficiency
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Relying on CACEIS’ MiCA approval : • Give institutional clients access to a secure execution and custody offering for their crypto-assets … • … and offer them a range of suitable tailored products developed by our business lines (e.g. tokenised deposits with Crédit Agricole CIB, tokenisation of fund units with Amundi) Prepare for the future and strengthen our commitment to innovation x4 over 3 years custody of digital assets Develop a multi-business approach to tokenised finance • Leveraging our start-up studio to develop innovative solutions ➢ Examples: administrative and financial management offerings to simplify daily operations of our Small Business and Corporate customers and support the transition to electronic invoicing, solutions for employee benefits, comprehensive administrative management platform for associations, a tool for caregivers,... • Leveraging existing “as-a-service” activities of our business linesand related expertise to accelerate transformation • Continue our investments on quantum research 26 2028 AMBITIONPursue our investments in innovation and R&D
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Stay ahead in risk management Guarantee our strategic autonomy while promoting the development of a European ecosystem • Strengthening our strategic autonomy, by broadening our private cloud strategy to maintain control over our infrastructures in particular • Supporting the French and European technology ecosystem, to promote the emergence of European sovereign solutions, in line with our priority projects 27 Strengthen our resilience capabilities to respond to new opportunities, and address threats and requirements • Adapting our surveillance and response capacities to new cyber threats • Maintain our efforts on resilience, in conjunction with DORA • Adapting our sourcing strategy and our selection and monitoring processes for key service providers • Leveraging the size and robustness of our infrastructureto play a key role in the European digital economy • Leveraging new technologies to automate and optimise our processes (such as granting loans, managing alerts) • Industrialising key processes (e.g. Group KYC platform) Redesign our main risk processes to make them more efficient and effective and to address increased regulatory requirements
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• Anchoring the Group’s universal values and strengthening the bond between leaders by creating a shared flagship to foster collaboration • Promoting our international culture as an asset to support our ambitions • Measuring the strength of our collective spirit through the launch of a Trust Index Foster commitment through trust, as a foundation for performance and cross-functional collaboration Embody the Group and get everyone on board 100% of target skills mapped 50% women 30% international profiles in strategic talent pools 100% of executives attending a common development programme • Empowering our employees and promoting simplification initiatives • Strengthening cross-functionality through trust to support our development 28 Support the Group’s development and transformation and prepare for the future • Developing employability, local expertise and target skills to tackle technological challenges and ensure our development, particularly in Europe • Leadership transition through an integrated talent approach via strategic talent pools (gender equality, international executives, expert profiles) 2028 AMBITIONIncrease accountability to enhance performance
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Bring together strengths of all our business lines to create greater value for customers COHESION 29
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Bring together the strengths of all our business lines to amplify synergies Engage business lines as “Business Partners” of relationship-based banks Facilitate coherence and strategic coordination between business lines • A coordinated customer-centric approach across business lines (examples: Savings Alliance1, HR Bank) • Providing resources and / or expertise to strengthen marketing and sales efficiency (e.g. equity financing advisory with Indosuez Corporate Advisory, marketing and data expertise by CAPFM) • Creation by Crédit Agricole Assurances of an operational structure dedicated to European partnerships, with a primary focus on mobility: CAA Partners • Committing all our business lines to retail banking customer capture (e.g. customer capture via P&C, life insurance offerings for young professionals, or creditor insurance) • Developing innovative solutions for bank customers (examples: private assets by Amundi, “GF Select” offering by Indosuez for high-net-worth customers) +230k new individual customers acquired via insurance x2 customers’ principal insurance in France in 20302 ~€30bn +30% of consolidated consumer loans for the Group’s banks +€140bn outstandings as part of the Savings Alliance3 1. Cross-business collective framework (Amundi, CAA, CA Titres, Crédit Agricole CIB, CAIWM) aimed at supporting Regional Banks in the savings’ domain across all markets and asset classes / 2. Principal customers: holding four products (including payment protection insurance) covering at least two of the three following product types: Personal insurance, Death & Disability and Savings/retirement / 3. 2028 off and on-balance outstandings of CRCA and LCL 30 2028 AMBITION
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Financial targets5. 31
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Prudent assumptions in an uncertain economic environment 1. 2025-2028 averages Eurozone GDP growth ~1.4% Eurozone inflation ~1.9% 3 months Euribor ~2.2% 10-year Swap rate (EUR) ~2.9% Moderate economic growth, normalised inflation, slight rise in interest rates1 Prudent cost of risk assumptions Cost of risk on outstandings (in bp) 32 Crédit Agricole S.A.Crédit Agricole Group ~40 ~40 MTP 2025 Assumptions 27 34 ~25 ~25 2024 MTP 2028 Assumptions
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The strongest banking group among European G-SIBs Distance from CET1 requirements in bp Phased-in CET1 ratio of European G-SIBs at end- June 2025 Crédit Agricole Group asset quality as of June 2025 Crédit Agricole Group liquidity position as of June 2025 Rating A+ stable A+/AA- stable A1 stable Of which non-HQLA of €130bn pre-positioned in central banks Crédit Agricole Group €471bn Liquidity reserves 119% 137% NSFR LCR (Avg. 12 M) €21.6bn Loan loss reserves 2.1% 83.3% NPL ratio Coverage ratio 33
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Capital and liquidity: a monitored and prudent management framework 1. Excluding senior preferred debt / 2. Tier 2 capital + amortised portion of Tier 2 instruments with remaining maturity > 1 year + SNP with remaining maturity > 1 year ~11% ~1.8% Crédit Agricole SA AT1 CET1 TLAC1 ~27% ≥ 17% CA Group T2 + SNP AT1 CET1 2 Capital protection • Structurally low cost of capital in line with the mutualist structure • Close to 75% of retained earnings Optimised financial structure • Group support: demonstrated fluid capital circulation, solidarity mechanism between the CA network members • Strength recognised by rating agencies Prudent liquidity management • Stable, granular and diversified customer deposits complemented by a well- diversified medium and long-term market funding • High level of liquidity reserves ~11% ≥ 17% throughout the trajectory Liquidity Capital LCR NSFR 110-130% 110-120% Crédit Agricole Group Crédit Agricole S.A. 34 Crédit Agricole Group
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Strong revenue growth driven mainly by organic growth of the business lines, complemented by a series of new partnerships and self-financed acquisitions Continued improvement in operational efficiency Increase in profitability Revenues (€bn) 2023 2024 pro forma 20242022202120202019 2023 20242022202120202019 23.8 25.2 27.222.720.2 20.5 26.6 TCAM +5.7% Net income Group share (€bn) 6.97.16.3 5.45.84.8 2023 2024 pro forma 20242022202120202019 2.7 TCAM +7.3% Cost / Income ratio -7.3 pp 61.3% 56.2% 54.8% 56.1% 2023 20242022202120202019 61.0% 62.9% 2024 pro forma 63.3% ROTE 12.3% 13.2% 13.5% 11.4% 8.2% 13.0% 2023 20242022202120202019 2024 pro forma 13.2% Good track record of Crédit Agricole S.A. 35
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Growth drivers 36 Asset management • Acceleration on ETFs, in Asia (subsidiaries and JVs), on retirement and with third-party distributors • Strategic partnership Amundi / ICG on private assets • Growth of Victory Capital and benefit from synergies • Continued development of Amundi Technology • Investments financed by a cost optimisation program Corporate and Investment Banking • Strengthened relationships with existing clients, increased presence in Europe (Germany, Poland), and accelerated expansion in the US and Asia • Leadership in sustainable finance, real assets and project finance (energy transition, sovereignty) • Ongoing rollout of cash management solutions and equity derivatives • Productivity gains driven by accelerated AI adoption, IT rationalisation, and optimisation of the organisation • Optimised management of RWAs (SRT, distribution, forex hedging and credit risk) • Multi-equipment among retail clients, accelerated growth on affluent customers in France, through life insurance partnerships with independent financial advisors (CGPs) and growth in savings and retirement outstandings • Scaling up international development of property and personal insurance, strengthening existing European partnerships (Banco BPM, Mobility,…) and developing new ones Insurance • Full impact of Degroof Petercam synergies • Acceleration in Northern Europe, Asia and Middle-East • Development of client segments (UHNWI, family offices) and product offerings (private equity, real estate, fund solutions and corporate advisory combined with wealth management for executives) Wealth management Asset servicing • Full benefit from the ISB integration • Acceleration on ETFs, real assets, pension funds in Europe and digital assets, development in Asia • Gain in operational efficiency thanks to the differentiating follow-the-sun model and the increased use of data and AI
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Growth drivers 37 Personal Finance & Mobility • Personal Finance: continued improvement of margins and development of differentiating offerings (home renovation, health, services) • Mobility: market rebound, continued development of CA Auto Bank and new partnerships, expansion of services and insurance offerings, scaling up of Leasys, and growth in leasing activity in China • Optimised RWA management (SRT, portfolio disposals, internal models) LCL • Adaptation of the relationship model by customer segment and implementation of a transformation plan • Strengthened client relationships, upscale positioning (off- balance sheet savings and insurance) and customer capture • Improvement in net interest margin and growth in fee income, driven by affluent customer capture • Optimisation in cost-to-serve and operational efficiency (front- to-back automation, AI) • Continued development of renewable energy in France, and of leasing through newly specialised channels • Acceleration of factoring in Europe, driven by the expansion of offerings (including e-factoring) • Optimised RWA management • Broadened offer of products adapted to the circular economy Leasing & Factoring CA Italia • Customer capture based on a strengthened sales network, the evolution of the service model and the acceleration of digital customer capture • Transformation program (digitisation, data, and organisational evolution) • Acceleration in high-value segments (private banking and corporate clients) and in specialised businesses (SMEs, wealth management, payments, P&C insurance) to support fee income growth • Net interest margin stabilisation
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Change in net income Group share by P&L line Revenues Expenses Cost of risk Equity- accounted entities Other 20282024 pro forma €6.9bn > €8.5bn CAGR > +3.5%1 C/I ratio < 55 % ~40 bp x 1.51 in 2028 1. vs 2024 pro forma financial statements Income growth Positive jaws in all divisions Net income driven by revenue growth and enhanced operational efficiency Prudent cost of risk assumption Growth of the contribution from equity-accounted entities 38
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Change in revenues by division and business line > +3.5% CAGR +2-3% +5-6% +3-4% +1-2% €26.6bn > €30bn +3-4% Asset Gathering and Insurance Specialised Financial Services Large Customers 20282024 pro forma Other IRB and CC LCL CA Italia Growing revenues in all business lines 39
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1. vs 2024 2028 Revenues by business line 2028 Revenues by geographic area France Italy Africa & Middle-East AsiaSpecialised Financial Services Asset Gathering and Insurance America Rest of Europe 2028 Revenues by type of customer Retail Customers Public sector Corporates Professionals Balanced and growing revenues in all business lines A strong European footprint that continues to grow beyond France A diversified and stable customer mix Retail Banking Large Customers ~25-30% ~15% ~25-30% ~30% 42% 18% 27% 6%5% 2% +3 pp1 -3 pp1 49% 6% Financial institutions 2% 21% 22% -1 pp1 excl. CC excl. CCincl. CC +1 pp1 Revenues: a balanced and diversified model 40 +1 pp1 -1 pp1
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Enhanced operational efficiencyacross all business lines Crédit Agricole S.A. Cost / Income ratio 56.1% 2028 Target2024 pro forma < 55% 2028 Cost / Income ratios by business line Efficiency Decentralised management < 15% < 56%1 < 74% < 55% < 66% < 47% < 52% < 60%2 < 55% Insurance Asset management Wealth management CIB Personal Finance and Mobility Leasing and Factoring LCL CA Italia Asset Gathering and Insurance Large Customers Specialised Financial Services Retail Banking Asset servicing 1. Excluding amortisation of intangible assets and other non-cash charges related to the acquisition of Alpha Associates / 2. Excluding transformation costs 41
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Achieve cost savings to invest Cost evolution Investments focused on strategic acceleration and transformation priorities, business development, and to support innovation Cost savings generated through: • Synergies from ongoing integrations (Degroof Petercam and ISB) • Business unit transformation plans (optimisation of IT expenses, productivity gains,...) • Joint initiatives (KYC platforms, process simplification,...) 42 Inflation Savings Investments 20282024 pro forma €14.9bn ~ +€0.8bn ~ -€0.75bn ~ +€1.8bn ~5% from the starting base
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3.0 2.7 2.3 1.9 1.7 1.7 1.6 1.5 1.4 1.3 1.2 1.0 1.0 0.9 0.9 0.8 0.6 CAG* Peer 1 Peer 2* Peer 3 Peer 4 Peer 5 CASA Peer 6* Peer 7 Peer 8* Peer 9* Peer 10*Peer 11*Peer 12*Peer 13* Peer 14 Peer 15* 3.0 1.6 Crédit Agricole Group Crédit Agricole S.A. Shock-absorption capacity supported by a high level of reserves 1. European G-SIBs (Global Systemically Important Bank) Loan loss reserves Absorption capacity of 1.6 year of cost of risk (40 bp/outstandings) S1 + S2 loan loss reserves / cost of risk assumptions (in years) 1 1 1 1 1 1 1 1 1 1 43 S1 + S2 reserves S3 reserves
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1. Business line growth, excluding methodology and regulatory effects, including M&A transactions (closed or announced) since beginning of 2025, based on end-2024 CRR3 pro forma RWA RWA allocated across all business units to fuel their respective growth trajectories Value-creating external growth operations M&A Criteria RONE Targets ~25% > 16% > 13% Large Customers Asset Gathering and Insurance LCL CA Italia > 16% > 10% SFS • RoI > 10% in 3 years • ROTE accretive • Proven integration capability • Potential for cost and revenue synergies • Alignment with strategy, risk criteria and compliance requirements RWA ~ +70 Md€ Marginal allocation of RWAs by business segment 2024-20281 ~15% ~35% ~20% ~20% ~10% Asset Gathering and Insurance Corporate Centre Specialised Financial Services Large Customers Retail Banking ~ +€70bn RWA Efficient capital allocation 44
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Interim dividend from 2026 onward Change in phased-in CET1 ratio +720 bp -390 bp -40 bp 11.7% ~11% -250 bp Net income Dividends (incl. AT1) Regulatory and methodological impact (incl. FRTB) Business lines growth1 2028 Target 2024 CET1 +50 bp Strategic flexibility CRR3 Impact ROTE > 14% 50% payout in cash For strategic external growth operations Efficient capital allocation Optimised management of RWAs 1. Including M&A transactions (closed or announced) since beginning of 2025 for an impact of approximately -70 bp Maximising shareholder value 45
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1. 2028 Trajectory – 2024 pro forma 46 Interim dividend from 2026 onward 2028 TARGETS > €8.5bn CAGR > +3.5%1 < 55 % ~11% 50% in cash > 14 % Net income Group share Revenues C/I ratio CET1 Target Payout ratio ROTE Overview of Crédit Agricole S.A.’s financial targets
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H1 2026 LCL H2 2026 Insurance H1 2027 Corporate and Investment Banking H2 2027 Personal Finance and Mobility Upcoming workshops 47
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P&L 2024 pro forma Banco BPM 48 P&L 2024 P&L 2024 pro forma Delta Revenues 27,181 26,574 -607 Expenses -14,895 -14,895 – Gross operating income 12,286 11,679 -607 Cost of risk -1,850 -1,850 – Equity-accounted entities 194 580 386 Net income on other assets -4 -4 – Income before tax 10,625 10,404 -221 Tax -2,472 -2,455 17 Net income 8,153 7,949 -205 Non controlling interests -1,067 -1,067 – Net income Group share 7,087 6,882 -205 Cost / Income ratio 54.8% 56.1% ROTE 13.5% 13.2% €m Cancellation of fair value adjustments and associated derivatives as well as dividends recognised under the equity investment in Banco BPM in 2024 Inclusion of Banco BPM contribution in the equity accounted method based on hypothetical stake of 20.1% ownership in 2024
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RWA, capital allocation, RONE 2024 pro forma RWA Dec 20241 Allocation of capital @11% RONE 20241 Asset Gathering and Insurance 50.6 13.4 25.1% Insurance 23.3 10.4 – Asset management 19.0 2.1 – Wealth management 8.2 0.9 – French Retail Banking (LCL) 54.7 6.0 12.3% International Retail Banking 43.7 4.8 – CA Italia 32.9 3.6 19.6% Other IRB2 10.8 1.2 24.4% Specialised Financial Services 77.8 8.6 6.8% Large Customers 137.8 15.2 16.0% Corporate and Investment Banking 126.4 13.9 – Asset Servicing 11.4 1.3 – Corporate Centre 35.4 0.0 – Total 399.9 47.9 1. Pro forma CRR3 / 2. International Retail Banks / 3. Insurance: 80% of capital requirements for Solvency 2 €bn 49 Application of CRR3 impacts to RWA as of December 31, 2024 Normative capital allocation increased to 11% of RWA (excluding Insurance3) Recalculation of RONE including these changes
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Appendix Priorities & targets per business line 6. 50
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Crédit Agricole Assurances Amundi Indosuez Wealth Management Crédit Agricole Corporate & Investment Bank CACEIS Crédit Agricole Personal Finance & Mobility Crédit Agricole Leasing & Factoring LCL Crédit Agricole Italia Other International Retail Banking Payments Crédit Agricole Transitions & Energies (CAT&E) Crédit Agricole Santé & Territoires (CAS&T) Crédit Agricole Immobilier 51
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Crédit Agricole Assurances
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Crédit Agricole Assurances No.1 insurer in France and No. 6 in Europe1 A comprehensive and diversified insurer (2024 data) A leading player (2024 data unless otherwise stated) Contribution to Group P&L Death & disability, Creditor, Group insuranceSavings – Retirement Property & Casualty €7.8bn of Group revenues including €5.0bn of fee and commission income and €2.8bn of CAA Revenues €1.9bn of net income Group share 1st insurer in France4 Net Promoter Score 16.7m P&C contracts €347bn Life insurance outstandings6 UL rate: 30% +6,7007 employees #1 Creditor insurance5 #1 Death & disability insurance5 #2 Home insurance5 #6 Property and liability insurance4 #1 Life insurance5 #2 Retirement insurance5 97% for Savings – Retirement 91% for P&C €43.6bn “non GAAP” premium income2 (+17.2% vs 2023) 84% France 16% International 9th insurer in Italy Savings – Retirement €32.1bn +21.5% Property & Casualty €6.2bn +8.2% Death & d isability , Creditor, Group insurance €5.3bn +4.6% Geographical breakdown of premium income2 A robust business model 201% Solvency II ratio 94.4% Combined ratio3 1. According to AM Best’s 2024 rankings (premiums as of end-2022 excluding UK & Switzerland) / 2. IFRS consolidation scope as of end-2024 / 3. Combined ratio of P&C in France (Pacifica) including discounting and excluding undiscounting, net of reinsurance: (claims costs + operating expenses + fee and commission income) / gross earned premiums / 4. L’Argus de l’assurance, 2024 ranking (premium income at end of 2023) / 5. L’Argus de l’assurance, 2025 ranking (premium income at end of 2024) / 6. Savings, retirement and funeral insurance / 7. Number of permanent contracts, fixed-term contracts and work-study students at end-December 2024 across the entire scope of CAA (consolidated and non- consolidated entities) 53
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Speed up our diversification and strengthen our European footprint • Set up customer capture through insurance for relationship-based banks • Expand life insurance distribution outside Group networks for affluent customers • Expand our bankinsurer model for entrepreneurs, farmers and corporates • Boost Health and Retirement insurance activities through innovative offers and by tapping into Group synergies • Prepare an ambitious growth plan for our telemonitoring solution • Build tailormade and digital customer journeys by design • Strengthen customers’ multi-equipment notably through direct distribution to serve relationship-banks • Aim for very high client satisfaction in line with the market’s best standards to serve our customers (benefits and claims) Become the leading insurer for all our customers Speed up our diversification in France to confirm our leadership Become a key player in Prevention and strengthen regional foothold • Offer risk adaptation and mitigation services for all customers • Invest in transitions, sovereignty and innovation to serve territories Transform ourselves to become more efficient and safeguard our customer promise • Reduce time to market of offers and digital journeys through a “product mode” organisation • Improve Property & Casualty claims processes by integrating service providers3 • Improve productivity, especially using an industrial approach to AI in coordination with relationship-based banks and internally (back-offices, processes,…) Intensify international expansion • Amplify our integrated and non-Group bancassurance activities in Italy, Poland and the Iberian Peninsula • Create an operational system dedicated to pan-European BtoB partnerships primarily for Mobility offerings 2028 AMBITION International premium income (CAGR 24-28: +7% per year) > €9bn > €400bn Life insurance outstandings1 > 20m Property & Casualty contracts > 3% GOI CAGR 24-28 3m Number of Health beneficiaries2 Crédit Agricole Assurances 54 1. Savings, retirement and funeral coverage / 2. Group and individual / 3. Example: construction trades, repair, reconditioning, circular economy
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Amundi
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Amundi No. 1 European asset manager, among the top 8 global players1 A diversified and robust model Sustained growth of assets under management5 5,500 employees in 35 countries2 1,000 institutional and corporate clients 670 705 671 749 792 878 985 1 083 1 4261 425 1 6531 729 2 064 1 904 2 037 2 2402 267 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2010-2024 CAGR: +8.6% bn AuM6 as of 31/12/2024 €2,240 A comprehensive offering of investment, technology and services solutions 1st among the 10 largest global asset managers for its ESG voting policy4 Comprehensive range of solutions7Large client base Global footprint 19% CA & SG insurers 32% Retail exclu. JVs 33% Institutional clients excl. CA & SG insurers 17% JVs 44% France 29% Europe excl. France 21% Asia 6% Rest of the world 61% Active manage ment 22% Passive management 6% Real assets and structured products 10% Treasury +€80m in revenues for Amundi Technology > 200m individual clients through 600 banking & insurance distributors Italia Caixa Geral de Depósitos 6 JVs3 SBI Funds Management ABC-CA Fund Management NH-Amundi Asset Management Amundi BOC Wealth Management Wafa Gestion Our US partner Amundi data as of 31/12/2024 1. IPE “Top 500 Asset Managers” published in June 2025 based on assets under management at 31/12/2024 / 2. Amundi data as of 30/06/2025 / 3. Joint ventures / 4. “Voting Matters 2024” report by the British association ShareAction / 5. In billions of euros / 6. Assets under management at 31/12/2024, including assets under advisory, marketed assets and funds of f unds, and including 100% of assets under management of Asian JVs; for Wafa Gestion in Morocco, assets under management are included for Amundi’s share in capital / 7. Excluding JVs 56 Global European Sustainable Tech-savvy
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2028 AMBITION x2 In 2028 vs 2024 Technology & Services revenues2 +€300bn Net inflows in strategic priorities1 < 56% Cost / Income ratio3 Invest for the future • Pursue growth with third-party distributors and consolidate our leadership in digital distribution • Become the preferred partner for retirement, with the creation of a new dedicated business line • Consolidate our leadership in Europe by investing in northern European countries • Accelerate our presence in Asia and invest in areas with high growth potential Accelerate client diversification and expand our global footprint • Differentiate and optimise active management by increasing the number of “flagship” funds • Strengthen our leadership in ETFs by leveraging innovation (active ETFs, white label ETFs,…) • Develop private asset solutions directly and through partnerships and capture the democratisation of the market • Offer the largest range of responsible investments on the market Invest in performing and innovative solutions Conquer through digitalisation and technology • Continue to develop digital solutions for distributors • Sell our technology and services to institutional clients and asset managers Capitalise on our operational efficiency, optimise our model and invest to create value • Optimise by reallocating our resources towards our growth priorities and by developing AI and digital usage • Invest to create value, organically and through external growth • Contribute to the Group relationship-based banks’ customer capture strategy (ETF mandates, private assets, investment plans, structured products,...) • Invest in the territories in France and Italy alongside the Group Develop our usefulness to the Crédit Agricole Group Amundi 57 1. Excluding the exceptional outflow relating to the reallocation of the Indian pension fund EPFO’s mandate / 2. Based on a 2024 proforma (~€95m) including aixigo’s revenues for the whole year / 3. Excluding amortisation of intangible assets and other non-monetary charges related to the acquisition of Alpha Associates
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Indosuez Wealth Management
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Indosuez WM A major player in Europe with a comprehensive and differentiating offering enhanced by the integration of Degroof Petercam A multi-local and global historical player... ...European leader... ...serving the ambitions of Crédit Agricole Group and its clients > 150 years of history Serving our clients Multi-local network anchored in 15 territories Europe, Asia and Middle East c. 80% of client assets held internationally €215bn1 Client assets €264m1 GOI (x3 over the last 5 years) > €20bn Excess liquidity €1.4bn1 Revenues Complementary capabilities A wealth manager able to mobilise the services of the Group (CACIB, Amundi, CACEIS, CAA, Regional Banks, LCL, CA Italia…) to serve its clients and providing its offers to the relationship-based banks Information system, back- office, digital tools, product and service offerings Proprietary and secure platform common to all entities Indosuez refers clients to all Group entities, in France and internationally Advisory Public and private markets, discretionary management mandates, ESG criteria integrated into all our offers Lombard Real estate: residential, commercial and hotel Corporate financing strategic transactions Creation, domiciliation and supervision of open and dedicated funds Financing Fund Solutions Management of financial assets BtoB technology & banking solutions Digital tools: CRM and investment solutions, integrated IS and Back Office ...with a comprehensive, unique and differentiating continuum of services… Wealth structuring and corporate finance dedicated to executives-shareholders Growth and allocation of wealth (real estate, financial, art,…) 1. As of 31/12/2024. As a reminder, Degroof Petercam acquisition closed on June 4, 2024 59
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Indosuez WM Establish itself sustainably in Europe Top 10 players 2028 AMBITION ~€20bn AuM real assets (x2 vs 2024) ~€240bn AuM, of which c. 80% internationally4 < 74% Cost / Income ratio +€20bn AuM Large Clients1 • Accelerating in high growth markets: Northern Europe, Asia and Middle-East Amplify growth in France and internationally • Creation of a global community of 60 bankers dedicated to fastest growing client segments: Ultra High Net Worth and investment professionals2 • Digital offer and a dedicated approach to NextGen/NextWealth clients3 in the context of a major intergenerational wealth transmission challenge Accelerate client capture by differentiating value propositions for Large Clients1 and for the new generation • Accelerating our growth in real assets: Real Estate, and Private Markets with 25 years of expertise • Deployment of a diversified range of passive/active ETFs • Multi-jurisdictional approach to support to the growth of private and professional wealth of shareholder executives (wealth structuring, corporate advisory and financing) Continue to expand our offering with a comprehensive and differentiating continuum of services Contribute to further strengthening the Group • Launch of Indosuez Corporate Advisory offer with CACIB in France, advising Small & Mid-caps • Digitalisation and democratisation of the offer to affluent clients in relationship-based banks Innovate, transform and strengthen cohesion through a unified culture • Harness the full potential of synergies created by the integration of Degroof Petercam and put technology, data and AI at the service of our clients and our employees, by strengthening mobile offerings complementing the relationship managers 1. Large Clients: UHNW customers and investment professionals / 2. Family offices, Wealth Management Advisers, External Asset Managers,... / 3. NextGen: children of our clients, NextWealth: young entrepreneurs / 4. Excluding market effect 60
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Crédit Agricole Corporate & Investment Bank
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CACIB A balanced, diversified and robust CIB model A balanced client base between corporates and financial institutions A diversified business model across market and financing activities A powerful international network with a European center of gravity Robust performance within a controlled risk framework The pillars of sustainable performance Large corporates Financial institutionsFinancial sponsors1 3% 49% 48%52% 36% 12% Capital markets Investment banking Financing activities 7 bp2 Cost of risk €6.5bn Revenues +10,400 Employees 3,8003 Financed assets ~3,500 Clients ~16% ~35% ~21% Americas France APAC MENA Europe (excl. France) ~25% ~3% Revenue share in 2024~% €22.8bn4 Green Bonds issued 53.7% Cost/income ratio % of commercial NBI, 2024 62 % of commercial NBI, 2024 1. Investment funds (incl. Private Equity and Infrastructure) / 2. CoR / outstandings in bp on financing activities / 3. Assets in portfolio as of 12/31/2024 including assets financed (aircraft, vessels and buildings) and not projects financed / 4. #2 Green, social and sustainable bonds issued in EUR – World 2024 – Source: Bloomberg
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2028 AMBITION CACIB Pursue our balanced growth strategy by leveraging our know-how and areas of expertise Sustainable finance1 revenues (CAGR 24-28: +11%) €1bn Cost / Income ratio < 55% x1.3 Cash Management and Receivables & Supply Chain Finance revenues Revenue CAGR 24-28 in Europe (excl. France) +6.3% • Consolidate our leadership positions in real asset and project financing: supporting the energy transition and sovereignty (Defense, Digital Infrastructures...) • Enhance our offer to Financial Institutions (market activities, Correspondent Banking...) • Maintain our leadership in sustainable finance • Finalise the industrialisation of Cash Management activities in Europe • Continue to diversify our capital markets solutions (notably by developing Equity-linked products) • Accelerate our distribute-to-originate model by diversifying our existing distribution channels (Credit Risk Insurance, Significant Risk Transfer), and by further penetrating the Debt Funds segment Deepen our relationships with our existing clients Invest and forge partnerships to expand our product offer Implement a more agile organisation to support growth • Develop our client base in Europe and support their international growth • Continue to grow in Asia, in the Americas and in the Middle East by leveraging our areas of expertise (Infrastructure & Power projects, Shipping, Aviation, Real Estate and Telecom) • Increase commercial synergies within the Group (expertise in support of relationship-based banks, Mid-Caps in Europe…) Reinforce our pan-European platform and serve our clients worldwide • Make AI accessible to all employees (self AI) to better meet the needs of our clients • Simplify our processes and promote the development of transversal “filières” (front-to-accounting) 1. Any transaction with a sustainable finance structure in line with market and Group standards Share of revenue growth achieved outside Europe 40% 63
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CACEIS
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43% 14% 7% 12% 10% 26% 21%13% 39% CACEIS A European leader strengthened by the integration of RBC IS Assets under Custody (AuC) ~€5,300bn (+16% vs 2021) Assets under Administration (AuA) ~€3,400bn (+41% vs 2021) Assets under Deposit (AuD) ~€2,400bn (+36% vs 2021) Private Equity Real Estate Services (PERES) Leader in France and Luxembourg, top player in Germany & Italy A diversified business model #1 in France #3 in Luxembourg2 CACEIS, key player in Europe Revenues by activity Fee income by region • In fund administration and depositary • On asset managers and institutionals • Market share > 24% on PERES funds • #1 on real estate funds #5 in Italy #5 in Ireland2 #1 in Spain4 • #1 on non-captive market • #2 on captive market Malaysia Switzerland ItalyBrazil S3 CACEIS Colombia Santander CACEIS Mexico S3 CACEIS Canada Belgium The Netherlands Luxembourg United-Kingdom France Spain GermanyIreland • #3 in custody and fund administration • #1 in Transfer Agency • #1 on PERES funds Custody-Depository Fund services Market solutions Treasury France Germany & Austria North America Southern Europe & Latin America Switzerland Asia & the Middle East Nordics & Benelux UK & Ireland In top 3 in Belgium4 1% 9% 5% • #1 on Pension Funds • #2 on insurance companies #4 in the Netherlands3 1. Source Monterey / 2. Source DPN / 3. Source VDOS / 4. Including integration of Degroof Petercam 65
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2028 AMBITION CACEIS Roll out an innovative operating model to grow in a rapidly evolving industry ETFs and pension funds assets ~ +20% x4 over 3 years Digital assets < 66% Cost / Income ratio • Support our customers in their transition towards our flagship solutions: ETFs and Private Equity/Debt funds • Develop “Execution to Custody” offerings in Digital Assets and Tokenisation of fund shares • Support our customers in managing their risks and integrating ESG principles Strengthen our offerings and expertise in a rapidly evolving asset servicing market Implement our new innovative operating model to serve our customers • Strengthen our Follow the Sun operating model by leveraging Malaysian and Canadian platforms • Optimise our technological models and our organisation, harnessing the full benefit of the integration of RBC IS • Accelerate the digitalisation of our processes, customer connectivity and self-care, by leveraging AI • Assert our position as a European leader in the Pension Fund customer segment by supporting them in their transitions (regulatory, ESG) • Strengthen our European network (Nordic region) through organic growth and open a branch in Asia Continue to diversify our customers and geographies 66
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Crédit Agricole Personal Finance & Mobility
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CAPFM A successful strategic pivot in Mobility, positioning us among the European leaders A comprehensive offering for all customers Direct Indirect: car dealership, retail Banking networks Instalment loans Revolving credit Loan consolidation Insurance BNPL Short-term and long-term car rental, purchase options and subscription model PRODUCTSDISTRIBUTION 2024 key figures 17m CUSTOMERS 10.0001 EMPLOYEES 35% 65% International €78bn France €41bn€119bn €2.8bn REVENUES 50% C/I RATIO GROSS MANAGED LOANS 20%40% Personal Finance €47bn €119bn 40% Mobility €48bn A diversified and resilient model • Synergies with Group banks: delegated management for the 39 Regional Banks and LCL based on a best-in-class digital tool • Innovative and robust Personal Finance entities: digital journeys, personalised marketing, risk management • A growing mobility activity: creation of CAAB, European leader in car financing; development of a strong footprint in the long-term rental market (Leasys and Drivalia); diversification focused on services + MOROCCO I CHINA Personal Finance entities 22 countries in Europe, Morocco & China Group banks €24bn 1. FTEs, including JVs according to holding % 68 GROSS MANAGED LOANS
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2028 AMBITION CAPFM Ensure profitable and robust growth for all our business lines €1.5bn Energy renovation production x1,3 Mobility production < 47% Cost / Income ratio ~€145bn Managed outstandings, of which ~€30bn for the Group’s banks ~€1bn Insurance & Services revenues2 • Development of differentiating offerings, in particular home renovation, health, services • Continued development of new commercial & banking partnerships • Leveraging our leadership position in innovation (digital, data, AI) for an ever more relationship-based approach Personal Finance : Consolidate our domestic markets and support the Group’s ambitions in Europe • Continued development of CAAB and diversification of partnerships (manufacturers, distributors), acceleration of Drivalia and Leasys, diversification of activities in China, incentivised sales policies • Streamlining of our operational model to boost the efficiency and performance of the Mobility scheme Mobility: Consolidate our European leadership in electric mobility1 • Broadening of the range of offers and digitalisation of distribution • Development of insurance synergies with CAA Insurance & Services: Develop our growth drivers in synergy with the Group • Optimising RWAs via SRT securitisations to support RONE, proactive development of savings inflows • Technological modernisation, convergence of IT systems and roll out of AI • Continued disciplined management of risk and costs Optimise our model to support sustainable and profitable growth • Digitalisation of customer journeys, development of self-care/automation • Broadening of the range of offers (revolving, 3xCB, renovation,...) • Development of AgilAuto by leveraging the distribution network of the Group’s banks • Support for customer capture for the Group’s banks in France and Italy Banking servicing: Positioning the Group’s banks as consumer credit leaders in France 1. New electric vehicles financing vs the market: > 10 points / 2. Including joint ventures at 100% 69
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Crédit Agricole Leasing & Factoring
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CAL&F Major player in leasing and factoring in France, Poland and Germany 10 countries in Europe A comprehensive offering Professionals Farmers Small businesses SMEs Mid-Cap/Large Corporates Light/heavy vehicles Professional equipment Real estate BiensClients Market share Leasing Factoring Energy and Infrastructure Financing Services (Insurance) Produits Distribution via relationship-based banks and external partners Support and development of use and circular economy (Olinn, Truck care) A strong business model 260,400 Customers, 33% of which are international1 2,769 Employees2 30% 70% Outstandings Revenues Net income International €10bn +11% vs 2023 France €24bn +4% vs 2023 International €253m +6% vs 2023 France €503m +7% vs 2023 International €81m +16% vs 2023 France €128m +13% vs 2023 €34bn +6% vs 2023 33% 67% 39% 61% €756m +7% vs 2023 €209m +14% vs 2023 Leasing 13,2% Factoring 18,1% Leasing 9,4% Factoring 8,0% PORTUGAL Factoring FRANCE Leasing I Factoring I Renewable energy BELGIUM Leasing I Factoring THE NETHERLANDS Factoring GERMANY Leasing I Factoring POLAND Leasing I Factoring LUXEMBOURG Leasing SWITZERLAND Leasing ITALY Leasing I Factoring SPAIN Leasing I Factoring French overseas departments and regions Leasing I Factoring 1. Data as of end 2024 / 2. Active FTEs as of end 2024 71
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2028 AMBITION CAL&F Accelerate our expansion in Europe across all our business lines Production (vs 2024) +40% +35% +20% Renewable energy financing Leasing Factoring • Enhanced support from CAL&F to relationship-based banks in customer capture through a comprehensive coverage organisation designed to foster strategic dialogue with our clients and adopt a cross-functional approach integrating all our solutions and expertise • Renewable energy financing: continued development with CA Transitions & Energies • Leasing: development of new verticals and services (insurance) • Factoring : broadening of our innovative and digitised offering (e-factoring as a priority, stock financing, reverse factoring) France: Position the Group as the leader in Leasing and Factoring • Growth of our market share in our two main regions (Germany, Poland) • Leasing: critical size achieved (> 2% of CAL&F revenues) in all countries where we operate, serving our partners, and support to the Group’s ambitions through the financing of agricultural machinery • Factoring : targeted expansion via our hubs in France, Germany and Poland to support our customers internationally International: Significantly step up the commercial momentum in Europe • Acceleration of the adoption of multi-life solutions and equipment across four sectors (IT, pro mobility, medical and agriculture) • Financing of circular economy industrial sectors within territories (water, waste, construction) Circular economy: Broaden the offer to make it a distinctive strength for the Group • Improve operational efficiency and quality of service: modernised IS, integration of AI and data to serve customers, digitalisation of journeys and automation of processes • Increased profitability: optimisation of scarce resources to support RONE and strict risk and expense management Performance: Enhance the profitability of our model Of revenues generated internationally > 40% Cost / Income ratio < 52% 72
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LCL
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LCL A leading national bank for affluent and entrepreneurial customers LCL today 6.5m Individual customers Including 1m affluent customers and 420k entrepreneurs Leader Among independent healthcare professionals 1 Mid-Cap out of 2 & 1 SME out of 3 are customers TOP 3 Mid-Cap financing €64bn Assets under management Private Banking & Wealth Management A responsive bank focused on customer satisfaction, serving the needs of urban, entrepreneurial and affluent customers 70% Adoption rate of the mobile app Voted Customer Service of the year 2025, 2024, 2022, for retail banks in France 12.3% RONE1 63.2% Cost / Income ratio €3,872m Revenues €827m Net income Solid fundamentals (2024) 90% Of branches in areas with high-growth potential 3 specialised subsidiaries Financial partner of independent professionals Large customers real estate specialist Residential real estate specialist 1. Pro-forma CRR3 74
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2028 AMBITION LCL Differentiate the value proposition according to customer needs to accelerate customer capture +1.5m Gross customer capture Including 360k entrepreneurs < 60% Cost / Income ratio1 40% Sales from digital offers > 13% RONE +3-4% Revenue CAGR 24-28 • A 100% digital relationship-based model for autonomous and GenZ customers (from individuals to micro-businesses, self- employed and professionals) • An optimised offer of omnichannel “bancassurance”, with remote advice and shared in-branch customer service • A premium expertise multi-channel model for customers with needs for wealth management or business development advice Distribution model: develop a three-fold relationship-based model to meet the changing needs of our customers • Optimise and automate front-to-back processing, especially via GenAI • Develop open-banking and switch to agile mode 100% of support functions • Accelerate digitalisation to improve the customer-employee experience • Develop synergies across markets to intensify business development proactivity Efficiency: massively reduce the administrative costs and improve our time to market Customer capture and offer: accelerate customer capture, especially in high-value segments • Individuals: a significant capture of young customers with innovative and 100% digital offers (e.g.: MOUV) • Affluent & private banking customers: an extension of both product range and distribution network (LCL, Milleis) • Entrepreneurs: a premium offer with a dedicated, specialised and expert network (Franchises / Independent professionals / VSBs / SMEs). Creation of the Banque des Startups by LCL that will include non-banking services for startupers • Corporates: a strengthening of coverage and business expertise, while expanding the scope of intervention via the creation of a European bank for mid-sized corporates 1. Restated for costs related to the transformation plan 75
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Crédit Agricole Italia
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CA Italia A solid and efficient universal relationship-based banking model Italian bank, with a strong local presence No. 1 Italian bank based on NPS1 with a unique, omnichannel relationship-based model Comprehensive and diversified offer with strong business lines that are leaders in Europe Leading position in the agriculture / agri-food and mortgage sectors 0-2% 2-5% 5-10% > 10% Branches market share: Presence focused on the most attractive and dynamic regions Piemonte Liguria Lombardia Veneto 5.1%3 Branches market share Friuli VGTrentino AA Emilia Romagna Toscana Lazio Marche Abruzzo Umbria Campania Sicilia Mortgage market share4 Customers No. 6 Commercial bank in Italy2 8.1% Agriculture and agri-food market share4 7.6% 2.8m CA Italia in 2024 Italy: the Group’s 2nd domestic market Net income Group share High-performing bank5 €608m Cost / Income ratio 54.3% Gross NPL ratio 2.9% 1. Strategic Net Promoter Score for traditional banks / 2. In number of customers and total inflows at end-2024, excluding cooperative banks / 3. In number of branches at end-2024 – Source: Central Bank of Italy / 4. In volume of loans at end- 2024 – Source: Central Bank of Italy / 5. Balance sheet at end-2024 77
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2028 AMBITION +650k Customers – Gross customer capture +€8bn Savings +1-2% Revenue CAGR 24-28 +4% Fee and commission income CAGR 24-28 < 55% Cost / Income ratio CA Italia Develop our business to serve the Italian economy • Using digital technology: • Best in class in online customer onboarding for individuals; 100% digital leadership for professionals (Blank) • Development of selfcare offers, sharing of data and consents with business lines and deployment of a real-time CRM to optimise sales efficiency • Enhancing expertise through sales force specialisation (P&C, consumer credit, payments) and further expansion of the financial advisers network • Reallocating skills thanks to productivity gains in administrative tasks (review of the distribution model, digitalisation of processes) Strengthen customer capture and product penetration to boost fees and commissions income • Differentiating strategy by region and by segment: SMEs (creation of a dedicated market), Mid-Caps (central coordination, major role in ESG transition and ITACA 3.01 initiative with CACIB) • Supporting local Italian corporates and their executives (“one bank” principle) • Offering distinctive products for Private customers: recruitment of ~50 specialised advisers Develop the corporate and entrepreneur markets • In-depth transformation of operating processes based on a dedicated program, leveraging IT upgrade, massive use of AI and digitalisation • Data platform upgrade to facilitate data sharing and cross-selling • Continued HR development: organisational changes to promote cross-functional collaboration and staff versatility, hands-on management, inclusive leadership and transparency of compensation policies Transform the bank’s operating model to support development 1. ITACA: ITAlian Corporate Ambition, a project launched in 2016 to strengthen the synergies between CAI and CACIB on the Mid-Cap market 78 > 16% RONE
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Other International Retail Banking
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Other IRB Successful relationship-based banks in growing markets Egypt Population 37.7m Population 36.6m pologne Population 114m ukraine Poland Bank Polska Egypt Ukraine • 464k customers • 85 branches • 2,535 employees • 1.62m clients • 397 branches1 • 3,602 employees • 389k customers • 138 branches • 2,121 employees 2.5m Customers 73.8% Coverage ratio 24.4% RONE €1bn Revenues €228m Net income Group share €7bn Loans outstandings €11bn Customer savingsKey figures 2024 Relationship- based and digital bank • +258k customers captured since 2022 • Improved customer satisfaction #2 for NPS • Omni-channel model and enhanced digital capabilities • Launch of green loans (retail customers and corporates) Role to play in the country’s future reconstruction • Strengthening of digital capabilities and gradual business recovery (online savings, digital card, car loan) • Priority to 3 key sectors (agriculture and agri-food, energy, automotive and IT) in preparation of the reconstruction process • Ongoing attention to employee and infrastructure safety High-performing bank driven by a balanced retail and corporate model Ukraine 1. Including 162 franchises Sources: CASA 2024 data, World Bank 2023 data 80 • New retail growth capacity +60k customers • Reinforcement of the relationship-based model supported by digital • Development of the corporate market supported by synergies with CACIB and trade finance activities • Launch of green loans (retail customers and corporates)
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2028 AMBITION Other IRB Expand the relationship-based model through customer capture and Group synergies +230k Active customers (+20%) 15% Agriculture market share +120k Active customers (+30%) 50% Premium customers +50% Corporate loans outstandings 30% Car loans market share • Target high potential segments (affluent and young customers), develop agriculture / agri-food and professional markets • Optimise the digital-human retail model (network transformation, advisory services, selfcare development,…) to improve operational efficiency • Facilitate cross-selling and synergies through enhanced coordination between business lines in Poland and, in particular, develop insurance activities with CAA, and Mid-Cap / large corporates segment with CAL&F, CAT&E and CACIB CA Bank Polska: continue the transformation and customer capture with the support of the Group’s business lines • Accelerate customer capture in the agriculture / agri-food, professionals and automotive sectors, in particular by leveraging new offers developed with CAL&F and CAPFM • Develop innovative customer applications and reinforce IT infrastructures (regulatory requirements) • Play an active role in reconstruction and develop synergies with the business lines to support the Group’s corporate customers wishing to invest in Ukraine (“reconstruction hub” ) CA Ukraine: support the country’s future reconstruction • Accelerate the development of retail (digital branch dedicated to young customers) and corporate businesses (extended offer including ESG), explore new growth drivers (agriculture, tourism, medical professions) and launch a new long-channel consumer loans activity, in collaboration with the Group’s business lines (CACIB, CAPFM, Indosuez WM) • Continue the IT and digital transformation (data management, expansion of the digital offering, integration of AI) and build an agile organisation, accelerating time to market CA Egypt: leverage the commercial momentum and explore new growth drivers pologne ukraine 81
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Payments
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Payments A business line at the heart of the omnichannel strategy of relationship-based banks Crédit Agricole, No. 1 for individual customers in France Individual customers: leader in France Merchants: sustained growth Rapidly changing flagship offerings, generating growing revenues Innovative offerings Increasing direct and indirect contribution to the Group’s revenues Payments: a key driver of customer capture and loyalty For our customers For the Group • €2.1bn of revenues generated directly from payments in 2024 • 12.5% of retail banking revenues in 2024 • Indirect payment-related revenues: margin on deposits, overdrafts, foreign exchange on international transfers Market share in card issuance127% Payment cards23 M Active customers using a mobile payment solution3.3 M • Card: virtual, dynamic cryptogram, biometric • Collection offerings: Professionals / VSB (Up2Pay Mobile), tailored to certain sectors (Up2Pay Restauration, Paymed), payment initiation (Linxo Connect) and e-commerce offer • Digital payment: Wero, Crédit Agricole mobile payment application (wallet) • Revenue synergies (financing solutions, insurance, savings, cash management products) • Comprehensive offers, tailored to each customer segment • Role of trusted third party for retail customers • Solutions that cater to the digitisation of local retail businesses • Reliability of our platforms processing more than 15bn transactions per year Market share in acquisition1 (No. 7 in Europe2)28% Up2Pay Mobile contracts (+89k since 2021)115k Active POS terminals370k Growth of acquisition market share in five years+3pp 1. In number of transactions, Banque de France data / 2. Nilson Report 2025 83
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2028 AMBITION Payments Invest in tomorrow’s payment systems to remain a key partner for all our customers +1.5m Payment cards x2 Increase in card payments compared to market +20% Bank transfer / direct debit orders issued +30% Customers using a mobile payment solution (wallets and Wero) +3.5% Group payment revenues CAGR 25-281 • Enhance our offer to individual customers: new services (mobile payment, cashback, staggered expenses, loyalty, personal financial management,…) and selfcare • Support merchants in all their needs: “all-in-one” collection offers (via CAWL) and non-financial services (accounting, invoicing,…) • Increase our market share in cash management for corporates: upscaling of our offers in France and Europe, and integration of blockchain (stablecoins, tokenised deposits,…) • Accelerate digital distribution: 100% digital subscription journeys (POS, electronic invoicing,…) and embedded finance (booking platforms, website creation platforms, business software,…) Invest continuously in technological transformations, serving customer capture and loyalty • Maintain cutting-edge and resilient technology by investing in our industrial assets: deployment of AI, development of predictive maintenance,… • Play a leading role in the development of sovereign European payment systems: Wero, Cartes Bancaires interbank network • Reinforce the trust of our customers in their payment tools: maintain our anti-fraud systems to the highest standards using data and AI, without negatively impacting customer experience Protect our customers by reinforcing our security and sovereignty • Use data via AI: improved personalisation of relationship-based banks’ customer relationships (loyalty and capture) • Develop cross-selling: consumer finance, insurance products,… Leverage payments for the Group’s other business lines 1. 2025 base to take into account free instant payments from 9th January 2025. Scope: Regional Banks and LCL 84
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Crédit Agricole Transitions & Energies (CAT&E)
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CAT&E Recognised player in financing and supporting customers and regions in energy and climate transitions €1.3bn financing arranged in 2024 €76m invested via IDIA / Amundi funds 464k total J’écorénove website visitors in 2024 Investing 2 funds managed by Selling electricity Financing Advising individual customers Advising Corporates Electricity supply and aggregation through direct distribution Solar equipment and energy management 450 GWh of electricity supply signed for 2026 1,400 companies advised by R3 86
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2028 AMBITION CAT&E Accelerate the development of renewables and roll out our solutions to support all our customers €15bn Financings arranged by 2030 > 300,000 Home energy efficiency renovations supported > €550m Decarbonisation projects supported by R3 Of which 50% financed by the Group €40m Net income Group share • Maintain our position as No. 1 private provider of renewable energy financing in France • Increase our financings in Europe, particularly in Italy and Poland • Maintain our investments in energy transition, both in production assets and in corporates • Diversify into sectors that address transition needs beyond renewable energy production (heating and cooling systems, storage,…) Increase our financings and continue to invest in energy transition and decarbonisation • Provide comprehensive support to individual customers in their home renovation and adaptation projects (to climatic events, ageing,...) • Become a leader in energy management through our new subsidiary Comwatt, a pioneer in the sector Offer individual customers solutions to support the adaptation of housing and promote energy self-sufficiency • Offer advice, audit and tailor-made solutions to enhance energy performance, improve the resilience of the value chain to climate risks, and reduce energy bills • Focus on a differentiating approach combining financial and energy engineering in cooperation with the Group’s business lines • Advise our customers on adaptation and offer them a range of concrete solutions Offer holistic support to corporates in their energy and environmental needs 87
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Crédit Agricole Santé & Territoires (CAS&T)
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CAS&T A comprehensive toolbox in 2025 to address the issues of healthcare access and ageing Remotely Assisted teleconsultation At home Healthcare / paramedics In person Care homes and health centres Home care Care at home Non-medical accommodation Senior shared- accommodation structures Access to primary care Ageing Offers and know-how Now available 6 Teleconsultation rooms Wide territorial network to shape regional economies 56 Health centres 23,000 Senior customers 66 Senior shared- accommodation structures 278,000 Requests for health services Several initiatives to shape regional economies (approach based on needs, leveraging CA S&T’s offers) • Chartres Métropole • Toulouse Haute Garonne • Département de l’Aveyron • Département de la Vienne The first unifying initiatives were launched (local authorities, Ordre des Médecins, State) and Crédit Agricole is considered legitimate to act as a trusted third party 89 Health centres Shared-accommodation structures Assisted teleconsultation centres Local network of assisted teleconsultation service, co-managed with Territorial Professional Health Community (CPTS)
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2028 AMBITION CAS&T Scale up to establish the health and ageing business within the Group 50,000 Senior customers Petits-Fils 300 Cette Famille senior shared- accommodation structures 200 Office Santé care homes +€90m Revenues for relationship- based banks with improvement of offers and optimisation of distribution models 30 Omedys Teleconsultation rooms 2026 Consolidated economic EBITDA breakeven Consolidate CA S&T entities and develop synergies among them to improve the offer: • Office Santé: cover 100% of the French territory and launch an “all inclusive” offer • Medicalib: provide companies with prevention solutions to stay connected with local territories • Omedys: launch and promote the concept of augmented teleconsultation in the market • Petits-Fils and Cette Famille: accelerate the development in France and coordinate with private banking Accelerate the scale up and develop synergies with other business lines • Shape regional economies, acting as a trusted third party and leveraging CA S&T’s offers in collaboration with local authorities (senior customers, access to healthcare,…) • Support relationship-based banks in products marketing • Promote and showcase the Crédit Agricole brand via our Health and Ageing Well assets Develop a brand strategy that is adapted to the regional economies • Improve the offers by prioritising on revenue-generating activities, with profession-specific bundled offers which integrate the evolutions of the health system: civil liability, personal protection insurance, retirement savings, life insurance, leasing, focusing on doctors and nurses • Support relationship-based banks in adapting distribution models: intra- / extra-Group benchmark, performance improvement scenarios, creation of targeted and profitable partnerships Create value for banks and other business lines, and coordinate the various health and ageing offers 90
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CA Immobilier
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CA Immobilier The trusted real estate expert, supporting all its individual and corporate customers’ real estate projects Market environment Our 3 business lines and their raison d’être CAI in 2024 The real estate market slowed down significantly in 2024 and started recovering in 2025. The industry is transforming to address the changing needs of the population 500k new homes needed per year in France 3.3m sq. m of vacant offices in the next 10 years in the region of Paris, out of 56m sq. m, or 6% 2025-2034 : phased regulatory ban on renting poorly-insulated properties (energy performance certificate) 940k transactions in the existing housing market expected in 2025 (vs 775k in 2024) 1. Real estate services to individual customers: provide a comprehensive solution to address customer needs (tenants, buyers, investors and affluent customers) via a development model integrated to the bank 2. Property development: be a useful and ethical developer committed to decarbonisation, inclusion and shaping of regional economies 3. Property Management : be the leading French player, recognised for its expertise in managing and creating value from real estate assets 1,840 employees No. 1 in Property Management in France €180m revenues 320k units under rental or property management 28% 40% 32% Property Management1 Real estate services to individual customers Property development 1. Property Management revenues in 2024 include Nexity Property Management revenues only for two months 92
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2028 AMBITION CA Immobilier Create a national, multi-business producer, leader in France and performing well Top 3 Real estate services to individual customers in France 70% Homes with an impact1 No. 1 | 21m sq. m under property management 90% Cost / Income ratio +10% Revenue CAGR 24-28 • Industrialise the property management business: creation of a national producer • Maximise synergies with relationship-based banks: extend the model of a real estate agent present in bank branches, and make real estate part of customer advice (2030 target: 45k new customers per year) Real estate services to individual customers: accelerate B2C property management services and leverage the bank / real estate model • Facilitate access to housing for all: construction of buildings with strong social impact, especially for first-time buyers, rental investors and students • Decarbonise properties: renovation / transformation of assets, and reduction of the carbon impact (2028 target: -10% carbon footprint per year) Property development: shape regional economies by developing and marketing sustainable and affordable housing for all • Enhance our offering for French customers: value-added services (ESG, smart building, hospitality management) and specific products for relationship-based banks customers, thus leveraging intra-Group distribution • Develop in Europe: pilot expansion project in Belgium, leveraging the Group’s presence Property Management: strengthen our leadership position in France, extend our model in Europe • Accelerate cost reduction program: increase of resource synergies (purchases, premises, support functions,...) and productivity improvement (automation, digitalisation,…) • Adopt the best performance measurement standards: efficiency and quality of service management • Increase synergies between the 3 business lines: standardisation and simplification of customer journeys, and restructuring of the geographical footprint Operational efficiency: set new performance standards to support profitability 1. Homes with a social impact on people and territories (social housing, “bail réel solidaire”, “logement locatif intermédiaire”, assisted living residences,…) 93
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List of contacts 94 This presentation is available on: www.credit-agricole.com/finance/publications-financieres All our press releases on: www.credit-agricole.com - www.creditagricole.info @Crédit_Agricole Groupe Crédit Agricole @créditagricole_sa CRÉDIT AGRICOLE S.A. INVESTOR RELATIONS CONTACTS: Institutional investors investor.relations@credit-agricole-sa.fr Individual shareholders +33 800 000 777 relation@actionnaires.credit-agricole.com (toll-free call in France only) Cécile Mouton +33 1 57 72 86 79 cecile.mouton@credit-agricole-sa.fr Jean-Yann Asseraf +33 1 57 72 23 81 jean-yann.asseraf@credit-agricole-sa.fr Fethi Azzoug +33 1 57 72 03 75 fethi.azzoug@credit-agricole-sa.fr Oriane Cante +33 1 43 23 03 07 oriane.cante@credit-agricole-sa.fr Nicolas Ianna +33 1 43 23 55 51 nicolas.ianna@credit-agricole-sa.fr Leïla Mamou +33 1 57 72 07 93 leila.mamou@credit-agricole-sa.fr Anna Pigoulevski +33 1 43 23 40 59 anna.pigoulevski@credit-agricole-sa.fr CRÉDIT AGRICOLE PRESS CONTACTS: Alexandre Barat +33 1 57 72 12 19 alexandre.barat@credit-agricole-sa.fr Olivier Tassain +33 1 43 23 25 41 olivier.tassain@credit-agricole-sa.fr Mathilde Durand +33 1 57 72 19 43 mathilde.durand@credit-agricole-sa.fr Bénédicte Gouvert +33 1 49 53 43 64 benedicte.gouvert@ca-fnca.fr
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