I ESG KPI s 2024 2026 Reduce greenhouse gas emissions and resource waste through the lifecycle of Arval’s fleet and in all its operations. CO 2 BEV in fleet 2 Smart Repair -22.4% -30% 253,373 400,000 19% 22% THE ENVIRONMENT % decrease of average WLTP theoretical tailpipe CO 2 emissions per vehicle of Arval fleet and per km compared to January 2020 1 Number of Battery Electric Vehicles in leased fleet % of yearly SMART repair 3 out of total body repair events Accelerate user adoption of low carbon mobility and safer mobility behaviour. -21.4% -25% 179,077 600,000 7,800 12,000 EXTERNAL CHANGE % decrease of liable accident rate of the fleet compared to January 2020 4 Number of vehicles with customer access to the Arval Connect service, including Arval Connect subscriptions and third parties connected data vehicles Number of consulting days provided by Arval to its customers on sustainable mobility cumulated since 2020 5 Develop a culture that inspires and supports our teams to fulfil our ambition. Not measured till 2025 100% 32% 35% 96% 100% INTERNAL CHANGE % Country General Managers having sustainability objectives linked to their remuneration % women in Senior Manager Positions 6 (SMP) population worldwide % of battery electric vehicles at order in Arval’s internal fleet 7 Accident rate Responsible management Arval Connect Gender diversity Consulting days Internal fleet (1) Average emissions of CO 2 are calculated as a weighted average of the Arval entities’ fleet (Passenger cars and light commercials). In a context of regulation change (NEDC, WLTP), the CO 2 emissions are be adjusted to the WLTP, making use of the results of a NEDC-WLTP correlation internal study, to ensure comparable stringency. (2) The 2026 ambition assumes similar or better supporting measures from the relevant governments on electric vehicles, as well as charging infrastructures and supporting services being further upgraded (3) Small to Medium Area Repair Technology: use of specialist tools and products to repair damages such as dents and cracks. It avoids the need to replace or repaint an entire panel or component. (4) Percentage calculated on the basis of insurance claims of motor third party liability (MTPL) observed by Greenval covering geographies representing 81% of the fleet leased by Arval .(5) Any mission that contributes to decarbonizing corporate customers’ mobility (6) SMP are positions identified and validated by governing bodies of Core businesses / Métiers / Transversal and integrated Functions as having an important impact at Group level (7) Arval fleet leased for the benefit of its employees and at the expense of Arval, worldwide excluding Latin America, Morocco & Turkey. (8) A «preferred» supplier in Aftermarket Networks is an individually selected garage (POS) selected from a network level agreement with who we sign an additional SLA (9) Excluding BNP Paribas compulsory training + Adjustments in Arval Beyond 2026 + Adjustments in Arval Beyond 2026 + Full view of The Economy pillar + Full view of The Economy pillar + Full view of The Community pillar + Full view of The Community pillar + Full view of The Environment pillar + Full view of The Environment pillar + Full view of Our People pillar + Full view of Our People pillar Target performance 3 objectives 9 key targets Adjustments in Arval Beyond 2026 Launched in 2020, the Arval Beyond strategic plan aims to evolve the company’s business model from a long-term vehicle rental provider with services, to an expert in sustainable mobility, including cars. This plan guides Arval’s development and commitment to more sustainable mobility, positioning the company as a key player in the energy transition. Reflecting the evolution of the market, Arval’s portfolio mobility offering, Arval’s strong performance results, and the establishment of its decarbonisation target and trajectory, Arval has extended the Arval Beyond strategy plan to 2026 and updated it to align with the company’s ambition and objectives. Targeting transparency, the main KPI changes for each pillar are: The Economy New and updated definitions and indicators: • Number of countries having external audits on CSR criteria for their preferred suppliers: Following an initial period of assessing preferred suppliers8 on a self-declaration basis, Arval is now deploying a new audit approach, including ESG criteria, as announced in the 2023 sustainability report. The target is to have 15 countries conducting these external audits by 2026. • Number of vehicles with connected service subscribed: This new indicator tracks the growing proportion of the leased fleet equipped with connected services that provide vehicle data, which support decisions on fleet electrification, enable better control of fuel consumption costs, and promote safer and less emissive driving behaviours. With almost 180,000 vehicles with connected services subscription, this development supports Arval’s ESG ambition and is now fully integrated into its KPIs. The target is to have 600,000 vehicles with customer access to Arval Connect service by 2026, including Arval Connect subscriptions and third parties connected data vehicles. The Community Indicators removed from publication: • Amount of donations in euros: The target of 400,000 euros by the end of 2025 was largely surpassed at the end of 2024, with donations reaching 660,984 euros. Thought the indicator is no longer published, Arval entities worldwide continue to act for impact on their geographies. • Number of countries offering eco-safety driver training: The target was achieved at the end of 2024, with all countries now offering a digital training to their customers. Arval will now focus on deploying these trainings to support its ESG ambitions. Our Employees New and updated definitions and indicators: • Percentage of women in local executive committees across all Arval countries: A single KPI now reflects gender diversity in management, aligned with the BNP Paribas Group definition for the percentage of women in Arval Senior Managers Positions (SMPs) worldwide. Arval’s target is to set for 35% in 2026. • Average hours of training per employee: This new indicator replaces the previous KPI monitoring the percentage of employees across all Arval countries who report having been trained over the past 12 months9, that has reached 100% in 2023. This change reflects Arval’s commitment to investing in employee development through training , with a target of 17 hours training per employee by 2026. • Percentage of Country General Managers having sustainability objectives linked with their remuneration: This new indicator aligns with Arval’s governance and reflects its commitment to integrating sustainability as a strategic and operational pillar of business in all geographies. The target is for 100% by 2026. Indicators with revised targets for 2026: • Net Promoter Employee Score: The target has been increased from 20 by 2025 to 25 by 2026. Arval had already achieved its 2025 target at the end of 2024 and is now aiming higher for 2026. The Environment New and updated definitions and indicators: • Percentage of yearly smart repairs out of total body repair events worldwide: This new indicator supports Arval’s leased fleet decarbonisation ambitions and its contribution to the circular economy. The target is for 22% by 2026. Indicators with revised targets for 2026: • Number of BEVs in total fleet: This target has increased from 350,000 by 2025 to 400,000 by 2026, in line with the initial trajectory. • Annual tonnes of CO2 equivalent emissions from Arval’s own operations (buildings & business travel): The 2025 targets for Scopes 1 and 2 as well as the «Business Travel» category, are aligned with BNP Paribas targets, i.e. an intensity of less than or equal to 1.85 teqCO2/FTE in 2025 (based on market-based emissions). • Percentage reduction of average tailpipe CO2 emissions per vehicle per kilometre compared to January 2020: The reduction achieved at the end of 2024 proved to be less than initially envisaged, leading Arval to revise its target to a 30% reduction in 2026 compared to January 2020. Despite the good momentum of electrification of passenger vehicles, the light commercial vehicle market, which represents nearly 17% of Arval’s fleet, has experienced more moderate growth in electric powertrains. The market trend towards heavier vehicles, in all categories and engines, continues to slow the reduction in emissions. the economy TABLE OF ACTIONS, PROGRESSION & TARGETS PER PILLAR CONTRIBUTING TO THE UNITED NATIONS SDGs 1. Promoting SustainableMobility with a positive impact Actions SDGs Key performance indicators Progression towards 2026 targets since 2020 3. Sharing high responsibility with our stakeholders 2. Ethics of thehighest standard Sustainablemobility offers Consulting approach to support our customers in their energy transition Training delivered to employees to comply with the company’s Code of Conduct Sustainability clauses integrated into all new contracts Integration of Sustainability criteria into tender process Arval current preferred suppliers assessed according to Sustainability criteria Number of vehicles with customer access to the Arval Connect servicea Number of Consulting days provided by Arval to its customers on sustainable mobility, cumulated since 2020b % of FTE in all Arval countries having been trained to comply with the Code of Conductc % of new suppliers contracts signed containing CSR clauses Number of countries having external audits for their preferred supplierse based on CSR criteria % of suppliers scored on CSR during the tender 2020 2023 5,804 587 2024 7,800 2026 target 12,000 2024 2024 179,077 3 2026 target 2026 600,000 15 2020 2020 (FR, IT, SP, UK) 2020 (FR, IT, SP, UK) 90% 100% 100% 100% 74.8% 99% 99% 98% 100% 100% 2023 2023 2023 2024 2024 2024 2026 target 2026 targetd 2026 targetd 64% 49% (a) Including Arval Connect subscriptions and third parties connected data vehicles. (b) Any mission that contributes to decarbonising corporate customers' mobility. (c)Themes including in the Conduct Journey training: involvement with Society, Fighting corruption, Cyber protection attitude, Competition law, Data protection, Financial Security, Communicating responsibly. (d) Arval may in some circumstances face challenges when applying the objective to its relevant stakeholders, which may marginally limit the reaching of 100% target. (e) A preferred supplier in Aftermarket Networks is an individually selected garage (POS) selected from a network level agreement with who we sign an additional SLA. Not measured until 2024 Not measured until 2024 target our people TABLE OF ACTIONS, PROGRESSION & TARGETS PER pilLar CONTRIBUTING TO THE UNITED NATIONS SDGs 4. Promote diversity,inclusion andsustainability in the workplace SDGs 6. Be a learningcompany supportingdynamic careermanagement 5. Be a good place to work with responsible employment management Promoting gender diversity Disability commitment Responsible management Pulse Survey Training overall Dynamic career management % of women in Arval’s Senior Management Positiona (SMP) population worldwide % of entities with more than 100 employees having taken a commitment as regards to disability which are aligned with the International Labour Organisation (ILO) Standards % of country General Managers having sustainability objectives linked with their remuneration Net PromoterEmployee (NPE) % of employees across all Arval countries having received a formal feedback from their management (annual appraisal, career review, continuous feedback) Average yearly hours of training per employee 2020 2023 23,3 10 2024 25,3 2026 target 25 2020 32% 35% 2023 2024 Not measureduntil 2025 100% 2024 2026 target 2026 target 14% 32% (a)SMP are positions identified and validated by governing bodies of Core businesses / Métiers / Transversal and integrated Functions as having an important impact at Group level. (b) Arval may in some circumstances face challenges when applying the objective to its relevant stakeholders, which may marginally limit the reaching of 100% target. 2020 94% 98% 97% 100% 2023 2024 2026 target 2020 85% 85% 90% 100% 2023 2024 2026 targetb 2024 22 hrs 2026 target 17 hrs Actions Key performance indicators Progression towards 2026 targets since 2020 Not measured until 2024 the community TABLE OF ACTIONS, PROGRESSION & TARGETS PER pilLar CONTRIBUTING TO THE UNITED NATIONS SDGs 7. Influencing & actingfor driver safety SDGs 8. Supporting corporate philanthropy actions related to our core business Develop means and tools to manage & positively influence driver behaviour (eg ADAS-Advanced driver-assistance systems, Driver trainings, Connected vehicles data) Solidarity hours performed by the employees % decrease of liable accidents rate of the fleet compared to January 2020a Number of paid solidarity hours, cumulative since 2019 baseline year, performed by the employees across all Arval countries (a) Percentage calculated on the basis of insurance claims of motor third party liability (MTPL) observed by Greenval covering geographies representing 81% of the fleet leased by Arval. 2020 baseline year 2023 -21% 2024 -21.4% 2026 target -25% 2019 2023 46,987 hours 6,985 hours 2024 73,048 hours 2026 target 50,000 hourssince 2019 Actions Key performance indicators Progression towards 2026 targets since 2020 the environment TABLE OF ACTIONS, PROGRESSION & TARGETS PER pilLar CONTRIBUTING TO THE UNITED NATIONS SDGs 9. Partnering with our customers in the transition to a low-carbon mobility SDGs 11. Advance awareness and sharing of best environmental practices 10. Reducing the Enviromental impact of our operations management Battery Electric Vehicles in our leased fleet Reducing tailpipe CO2 of our leased fleet Battery Electric Vehicles at orders for Arval employees Own operations greenhouse gas emissions tons of CO2 equivalent per full time employee (tCO2e/FTE) Repairing damaged parts rather than replacing them Yearly tons of CO2 equivalent emissions from Arval’s own operations (i.e. buildings and business travels)d per employee % of yearly smart repairse out of total body repair events worldwide Employee awareness Number of Battery Electric Vehicles leaseda % decrease of average WLTP theoretical tailpipe CO2 emissions per vehicle of Arval fleet and per km compared to January 2020b % of Battery Electric Vehicles at order in Arval’s internal fleetc % of employees across Arval countries who agree with the statement «I believe Arval is an environmentally responsible company» 2022 2019 2023 2023 2023 166,363 90,000 1.27 tCO2e/FTE 1.07 tCO2e/FTE 1.46 tCO2e/FTE -18.2% -22.4% 2024 2024 2024 253,373 2026 target 2026 target 2026 target 400,000 <1.85 tCO2e/FTE 19% 2024 2026 target 22% -30% 2020 baseline year (a)The 2026 ambition assumes similar or better supporting measures from the relevant governments on battery electric vehicles, as well as charging infrastructures & supporting services being further upgraded. (b)Average emissions of CO2 are calculated as a weighted average of the Arval entities’ fleet (Passenger cars and LCVs). In a context of regulation change (NEDC, WLTP), the CO2 emissions will be adjusted to the WLTP, making use of the results of a NEDC-WLTP correlation internal study, to ensure comparable stringency. (c)Arval fleet leased for the benefit of its employees and at the expense of Arval, worldwide excluding Latin America, Morocco & Turkey. (d)The time horizon for this target is 2025, aligned with BNP Paribas’ overall objective. In 2024, the Group simplified the methodology for allocating energy consumption between its entities. Following this methodological change, Arval has aligned its target with that of the Group. (e)Small to Medium Area Repair Technology: use of specialist tools and products to repair damages such as dents and cracks. Avoids the need to replace or repaint an entire panel or component. 2019 2019 82% 12% 85% 85% 96% 90% 100% 2023 2023 2024 2024 2026 target 2026 target 77% Actions Key performance indicators Progression towards 2026 targets since 2020 Not measured until 2024 The all new 20 indicators 1. Sustainable mobility offers: Number of vehicles with customer subscription to the Arval Connect connected service. 2. Consulting approach to support our customers in their energy transition: Number of Consulting days provided by Arval to its customers on sustainable mobility, cumulated since 20201. 3. Training deliver to employees to comply with the company’s Code of Conduct: % of FTE in all Arval countries having been trained to comply with the Code of Conduct2. 4 Sustainability clauses integrated into all new contracts: % of new suppliers’ contracts signed containing CSR clauses. 5 Integration of Sustainability criteria into tender process: % of suppliers scored on CSR during the tender. 6. Arval current preferred suppliers assessed by external audits according to CSR criteria: Number of countries having external audits for their preferred suppliers4 based on CSR criteria. 7. Promoting gender diversity: % of women in Arval’s Senior Management Position5 (SMP) population worldwide. 8. Disability commitment: % of entities with more than 100 employees having taken a commitment as regards to disability which are aligned with the International Labour Organisation Standards 9. Responsible management: % of country General Managers having sustainability objectives linked with their remuneration. 10. Pulse Survey: Net Promoter Employee (NPE). 11. Training overall: Average yearly hours of training per employee. 12. Dynamic career management: % of employees across all Arval countries having received a formal feedback from their management (annual appraisal, career review, continuous feedback). 13. Develop means and tools to manage & positively influence driver behavior (eg ADAS - Advanced driver-assistance systems, Driver trainings, Connected vehicles data): % decrease of liable accidents rate of the fleet compared to January 20208. 14. Solidarity hours performed by the employees: Number of paid solidarity hours, cumulative since 2019 baseline year, performed by the employees across all Arval countries. 15. Battery electric vehicles in our leased fleet: Number of battery electric vehicles leased9. 16. Reducing tailpipe CO2 of our leased fleet: % decrease of average WLTP theoretical tailpipe CO2 emissions per vehicle of Arval fleet and per km compared to January 202010. 17. Battery electric vehicles at order for Arval employees: % of BEV at order of Arval own fleet11. 18. Own operations greenhouse gas emissions tons of CO2 equivalent per full time employee (tCO2e/FTE): Yearly tons of CO2 equivalent emissions from Arval’s own operations (i.e.buildings and business travels)12. 19. Repairing damaged parts rather than replacing them: % of yearly smart repairs13 out of total body repair events worldwide. 20. Employee awareness: % of employees across Arval countries who agree with the statement «I believe Arval is an environmentally responsible company”. 2024 results 179 077 2026 target 600 000 2024 results 3 2026 target 15 2024 results -22,4% 2026 target -30% 2024 results 22 2026 target 17 2024 results 7 800 2026 target 12 000 2024 results 32% 2026 target 35% 2024 results 96% 2026 target 100% 2024 results 97% 2026 target 100%7 2024 results 99% 2026 target 98% 2024 results 90% 2026 target 100% 6 2024 results 1,46 2026 target <1,85 (2025 target) 2024 results -21,4% 2026 target -25% 2024 results 73 048 2026 target 50 000 2024 results 253 373 2026 target 400,000 2024 results 100% 2026 target 100% 2024 results not measured until 2025 2026 target 100%7 2024 results 82,5% 2026 target 100% 3 2024 results 25,3 2026 target 25 2024 results 85% 2026 target 90% 2024 results 19% 2026 target 22% (1)Any mission that contributes to decarbonizing corporate customers’ mobility. (2)Themes including in the Conduct Journey training: involvement with Society, Fighting corruption, Cyber protection attitude, Competition law, Data protection, Financial Security, Communicating responsibly. (3)Arval may in some circumstances face challenges when applying the objective to its relevant stakeholders, which may marginally limit the reaching of 100% target (4)A preferred supplier in Aftermarket Networks is an individually selected garage (POS) selected from a network level agreement with who we sign an additional SLA. (5)SMP are positions identified and validated by governing bodies of Core businesses / Métiers / Transversal and integrated Functions as having an important impact at Group level; (6)Arval may in some circumstances face challenges when applying the objective to its relevant stakeholders, which may marginally limit the reaching of 100% target. (7)Arval may in some circumstances face challenges when applying the objective to its relevant stakeholders, which may marginally limit the reaching of 100% target. (8)Percentage calculated on the basis of insurance claims of motor third party liability (MTPL) observed by Greenval covering geographies representing 81% of the fleet leased by Arval. (9)The 2026 ambition assumes similar or better supporting measures from the relevant governments on battery electric vehicles, as well as charging infrastructures & supporting services being further upgraded; (10)Average emissions of CO2 are calculated as a weighted average of the Arval entities’ fleet (Passenger cars and LCVs). In a context of regulation change (NEDC, WLTP), the CO2 emissions will be adjusted to the WLTP, making use of the results of a NEDC-WLTP correlation internal study, to ensure comparable stringency. (11)Arval fleet leased for the benefit of its employees and at the expense of Arval, worldwide excluding Latin America, Morocco & Turkey; (12)The time horizon for this target is 2025, aligned with BNP Paribas’ overall objective. In 2024, the Group simplified the methodology for allocating energy consumption between its entities. Following this methodological change, Arval has aligned its target with that of the Group. (13)Small to Medium Area Repair Technology: use of specialist tools and products to repair damages such as dents and cracks. Avoids the need to replace or repaint an entire panel or component.