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<page method="xml-texts" num="1"><![CDATA[Arval, your responsible partner towards Sustainable mobility For the many journeys in life Sustainability report 2024 + Discover + Discover]]></page>
<page method="xml-texts" num="2"><![CDATA[Table of contents STrategy + Ethics & governance + Ethics & governance + Value chain and ESG material topics + Value chain and ESG material topics + Arval stakeholders + Arval stakeholders + Certifications & awards + Certifications & awards + 2024 Arval highlights + 2024 Arval highlights + ESG KPIs + ESG KPIs + Sustainability strategy + Sustainability strategy + Key business facts | 2024 company overview + Key business facts | 2024 company overview + Editorial + Editorial ENVIRONMENT ENVIRONMENT + Preserving resources & limiting pollution + Preserving resources & limiting pollution + Own operations + Own operations + Fleet decarbonisation + Fleet decarbonisation + Climate change + Climate change OUR ECOSYSTEM OUR ECOSYSTEM + Philanthropy + Philanthropy + Innovation + Innovation + Operating primary & second-hand car markets + Operating primary & second-hand car markets + Customers & end-users + Customers & end-users OUR EMPLOYEES OUR EMPLOYEES + Employee Experience + Employee Experience + Human Capital + Human Capital + Ethics & Inclusion + Ethics & Inclusion This report is produced by Arval’s sustainability office team, with the support of our business experts. Their valuable contribution was crucial in ensuring the completeness and accuracy of the report, from data collection to in-depth reviews and interviews. It was developed and powered by Rumeur Publique. Photos credits : @Adobe Stock, @ Unsplash, @Freepik and all photos provided by Arval’s teams. Behind the scene]]></page>
<page method="xml-texts" num="3"><![CDATA[In 2024, we entered a decisive period for EU’s sustainable ambitions, the Clean Industrial Deal maintaining course on climate change mitigation targets requiring industries, and the automotive sector in particular, to sustain the pace of the transition. In this context, Arval has progressed towards its decarbonisation targets, now being SBTi committed, and has evolved its sustainable mobility offers and consulting approach supporting its customers in their environmental and social ambitions. Its commitment to ESG 1 has been rewarded by the EcoVadis platinum medal for its 2024 performance 2 , ranking Arval in the top 1% of companies assessed. Arval’s performance against each of the four EcoVadis key areas 3 is detailed in this report, reflecting the engagement of the whole organisation to act for impact. The extension of Arval Beyond strategic plan to 2026 has been an opportunity to update sustainability objectives, and to launch new initiatives to integrate further environmental challenges in new and used cars business, as well as in Arval’s operations. The 2024 Arval annual Sustainability Report is issued in line with the Sustainability Statements 4 published in accordance with the Corporate Sustainability Reporting Directive (CSRD). It includes some key elements of the Sustainability Statements, such as Arval’s materiality assessment of ESG impacts, risks, and opportunities linked with its activities. The ecosystem chapter also underlines the major importance given to collaborating with our stakeholders across the value chain. You are invited to discover Arval’s Group 2024 Sustainability Report in the next pages! I EDITORIAL (1) Environment, Social, Governance (2) EcoVadis pillars are Environment, Labor & Human Rights, Ethics and Sustainable Procurement (3) Environment, Labor & Human Rights, Ethics and Sustainable Procurement (4) Arval Group 2024 Sustainability Statements and certification report regarding sustainability information are accessible in this link: https://www.arval.com/csrd-reports Arval has progressed towards its decarbonisation targets, now being SBTi committed, and has evolved its sustainable mobility offers and consulting approach supporting its customers in their environmental and social ambitions.]]></page>
<page method="xml-texts" num="4"><![CDATA[BUSINESS CONTEXT 2024 Companies setting or delivering strategies towards the energy transition, and sustainable mobility in general, face a long list of challenges to overcome: uncertain and complex EU and national regulatory environments with heterogeneous tax and legal rules across the markets, varying charging infrastructure maturities in countries where Arval operates, as well as electric vehicle prices volatility on primary and secondary markets. Arval assists its clients in navigating this environment, helping them target less emissive and safer mobility thanks to a pedagogical approach, insightful data and tailored advice fitting their needs and objectives. 5.6% growth in the leased fleet compared to 2023 EcoVadis Platinum medal Arval among the top 1% of companies assessed +52% of BEVs 1 in its leased fleet compared to 2023 85% of the employees 2 consider Arval to be an environmentally responsible company 89% of the customers 3 consider that Arval provides relevant expertise to their environmental and social responsibilities Around 8 ,600 employees More than 4 00,000 customers 29 countries Almost 1 .8 mi llion leased vehicles worldwide + Market trends + Market trends + Arval is future ready + Arval is future ready + Legislative outlook + Legislative outlook I Key business facts 2024 company overview (1) BEV Battery Electric Vehicle (2) 2024 Pulse employees’ survey (3) 2024 Net Promoter Score (NPS) customers survey (4) The Arval Mobility Observatory Fleet and Mobility Barometer was performed cross 30 countries, with more than 8600 interviews with fleet and mobility stakeholders. (5) https://www.linkedin.com/pulse/slow-lane-fast-how-electric-vehicle-adoption-faring-across-eqwpe/ (6) Investment fund focused on the sustainability of the Transportation sector. (7) Smart Energy Europe (SmartEN) is a European association of companies committed to promoting sustainable energy solutions. (8) Internal combustion engine (9) Internal Combustion Engine]]>
<container id="_idContainer154" parent_id="_idContainer179"><![CDATA[Legislative outlook In pursuit of climate neutrality by 2050, the European legislative framework for the automotive and transport sectors continues to evolve, requiring a rapid transformation of business strategies. Manufacturers are adapting proactively to meet increasingly ambitious CO2 reduction targets, though this context contributes to some price volatility in both new and used electric vehicles (EV).At the same time, incentives for electrification - such as tax breaks, subsidies and grants - remain diverse across countries where Arval operates, well-illustrating the heterogenous schemes implemented so far across EU Member States. The growing integration of vehicle weight into European tax frameworks reflects a broader and ongoing commitment to promote low-emission mobility across the continent. The EU taxonomy and the CSRD directive foster greater transparency, promote comparability between companies, and encourage a more comprehensive approach to corporate responsibility across their value chain. Ongoing simplification efforts could reduce the full impact of these instruments though improve the ability of corporates to comply. This evolving landscape definitely offers both opportunities and challenges. While manufacturers remain under pressure to phase out internal combustion engine (ICE) vehicles by 2035, the absence of harmonized incentives to encourage the EV’s adoption and the limited support for the second-hand EV market create uncertainties. These factors may in some ways slow down the ambitious roadmap, yet the overall direction remains clearly focused on accelerating the transition to sustainable mobility.]]></container>
<container id="_idContainer166" parent_id="_idContainer179"><![CDATA[Market trends While the European regulatory landscape is evolving fast, Arval’s Mobility Observatory Fleet and Mobility Barometer 20244 shows that 20% of corporates have already incorporated battery electric vehicles (BEVs) into their passenger car fleets. A further 16% plan to do so within the next three years. A key driver is the total cost of ownership (TCO), which provides a comparable cost basis between BEVs and ICE9 vehicles by including both acquisition and usage phases. TCO approach provides visibility to the BEV usage savings in maintenance and energy consumption. Such considerations are reflected in clients’ internal mobility policies and support their sustainability ambitions. Electrifying company cars is a key way of decarbonising corporate fleets. Technological improvements and an expanded passenger car offering have given to electrification a momentum, providing corporate customers with more EV options that fit their mileage and business needs. The Light Commercial Vehicle (LCV) market is still experiencing a more moderate growth in electric powertrains, despite the good progress in last-mile deliveries, and is driven by the introduction of Low Emissions Zones and the daily routes feasible within their mileage autonomy. Customers focusing on the operational efficiency of their commercial vehicle utilisation rates are often still struggling to find compatible e-LCVs. For individuals, the main barrier to adopting electric vehicles is the high purchase price, compounded by the uncertainty over future resale value, as a recent study by L’ObSoCo and BNP Paribas Mobility in the French market has highlighted5.Both corporate and individual consumers face challenges with BEVs relevant to their driving range, charging, battery health and resale value. Building a reliable charging infrastructure across Europe is essential to boost BEV driver confidence. Significant investment in charging infrastructure is needed to support the uptake of BEVs.]]></container>
<container id="_idContainer178" parent_id="_idContainer179"><![CDATA[Arval is future ready Through its leasing and alternative mobility business, Arval serves as an intermediary catalyst, fostering collaboration and innovation between manufacturers, corporate customers and end-users, while promoting sustainable mobility options and responsible business practices. Arval customers remain the sole decision-makers on their corporate fleet policies. Accelerating their energy transition requires a collective and collaborative action from users, leasers, car manufacturers, energy companies, regulators and public authorities. In this context, Arval operates in both new and used car markets, using its expertise to advise and develop relevant solutions that accelerate the transition to sustainable mobility, while controlling costs. Over the years, Arval has built a large range of mobility solutions powered by digital tools to meet present and future sustainable mobility needs, while leveraging partnerships that drive a holistic approach across the ecosystem: • Investing in initiatives and memberships that target decarbonisation (Shift4Good6) and that promote synergies between mobility and clean energy (SmartEN7). • Exploring solutions for smart charging via Arval Energy. • Partnering with innovative mobility players and the renewable energy sector to offer leasing solutions that integrate a charging offer. • Advising and consulting its customers, helping them overcome challenges, such as fleet electrification, diversification of mobility solutions, and optimisation of costs and the improvement of internal policies and processes. • Providing reassurance to customers about battery performance by offering battery health certificates when reselling used electric vehicles.]]></container>
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<page method="xml-texts" num="5"><![CDATA[Arval is convinced that low-carbon, safe and responsible mobility is key for human wellbeing. This is why it believes in changing the way it approaches its business. Arval’s ambition is to drive the change to sustainable mobility for all the markets, customers, suppliers, partners, and its teams. Arval’s role is to act as a catalyst to connect all stakeholders and accelerate their contribution. By leveraging its know-how and sphere of influence, Arval wants to develop an ecosystem where everyone plays their part. Arval’s goal is to improve its social and environmental impacts in all aspects of its business by: 1. Reducing greenhouse gas emissions and resource waste throughout the lifecycle of Arval’s fleet and in all its operations. 2. Encouraging user adoption of low-carbon mobility and safe mobility behaviours. 3 . Developing a culture at Arval that inspires and supports its teams to fulfil Arval’s ambition. Arval ambition & objectives I SUSTAINABILITY STRATEGY The Arval Beyond strategy includes indicators that reflect Arval’s ambition, and consider market expectations, environmental, societal and governance challenges. These performance indicators enable Arval to monitor and assess the effectiveness of its strategy. They are organised around four sustainability pillars relevant to the thematics employed by BNP Paribas, published as part of its strategic plan on its CSR Dashboard 1 : • The Economy - developing Arval’s business in an ethical and sustainable way • Our P eople - developing and engaging Arval’s people responsibility • The Community - being a positive agent for change • The Environment - combating climate change Arval Beyond strategic plan 2026 + Engaged Member of UNGC + Engaged Member of UNGC + Committed to SBTi + Committed to SBTi (1) universal-registration-document-annual-financial-report-2024-pdf, page 694]]>
<container id="_idContainer208" parent_id="_idContainer221"><![CDATA[Active member of the United Nations Global Compact (UNGC) Arval was the first full-service leasing company to join the UNGC initiative in 2004. By committing to this global framework, Arval upholds and integrates the UNGC’s 10 principles covering human and labour rights, the environment and anti-corruption measures. In 2024 Arval remains an Active Member by publishing its Communication on Progress Report (CoP), which consolidates responses to more than 80 questions on sustainability performance. This report is publicly accessible at the United Nations Global Compact website. We support]]></container>
<container id="_idContainer220" parent_id="_idContainer221"><![CDATA[Committed to sbti Arval is committed to submitting medium-term targets compatible with the commitments of the 2015 Paris Climate Agreement for validation by Science Based Targets (SBTi) over the next two years.]]></container>
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<page method="xml-texts" num="6"><![CDATA[I ESG KPI s 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 3 objectives 9 key targets 2026 Target 2024 performance]]>
<container id="_idContainer338" parent_id="_idContainer851"><![CDATA[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.]]></container>
<container id="_idContainer463" parent_id="_idContainer851"><![CDATA[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]]></container>
<container id="_idContainer585" parent_id="_idContainer851"><![CDATA[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]]></container>
<container id="_idContainer651" parent_id="_idContainer851"><![CDATA[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]]></container>
<container id="_idContainer778" parent_id="_idContainer851"><![CDATA[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]]></container>
<container id="_idContainer850" parent_id="_idContainer851"><![CDATA[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.]]></container>
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<page method="xml-texts" num="7"><![CDATA[I 2024 ARVAL HIGHLIGHTS (1) including Arval Connect subscriptions and third parties connected data vehicles (2) Corresponds to a reduction compared to 2020 baseline of emissions intensity per kilometre travelled during leasing and after sale of vehicles, covering emissions from energy supply and tailpipe real emissions estimates. (3) Arval committed to submitting medium-term targets compatible with the commitments of the 2015 Paris Climate Agreement for validation by Science Based Targets (SBTi) over the next 2 years Supporting CUSTOMERS • Launched the STAR consulting methodology (Strategic Transformation through Actionable Recommendations). • Reinforced safety and energy savings through nearly 180,000 vehicles with customer access to Arval Connect service 1. • Supporting 2 nd hand market through battery health certificates issued at resale. PROGRESSING TOWARDS IMPACT • Awarded with the EcoVadis Platinum medal for its 2024 performance. • Published the 1 st CSRD Sustainability Statement in March 2025. • Defined its 2030 decarbonisation trajectory to achieve a 35% 2 reduction in real emissions in gCO 2 intensity per kilometre along with the levers to reach the target, and SBTi committed 3. FOSTERing INTERNAL CHANGE • 99% of Arval employees have completed the sustainability awareness training,  and 74% of them consider they can contribute to sustainability objectives. • Exceeded the philanthropy volunteering hours target well before the horizon. • Launched the “Move & Grow” programme to build diverse experience, develop skills and expand professional networks among recent graduates and early-career employees.]]></page>
<page method="xml-texts" num="8"><![CDATA[EcoVadis Awards Arval received the highest distinction from EcoVadis for its sustainability performance. At Group level, Arval was awarded the EcoVadis Platinum Medal for its 2024 1 performance, with a score of 83/100. This places Arval among the top 1% of evaluated companies, reflecting its strong commitment to environmental, social, and governance practices. This distinction highlights the growing integration of sustainability within Arval, and its efforts to encourage positive impact throughout its value chain. Several countries have been awarded for their 2024 performance, showing a progress versus last year: • Arval Netherlands: Platinum Medal , with a score of 84/100. • Arval Italia: Platinum Medal , with a score of 81/100. • Arval UK: Gold Medal , with a score of 76/100. • Arval Brazil: Silver Medal , with a score of 72/100 • Arval Belgium: Silver Medal , with a score of 69/100 • TEB Arval Turkey: Bronze Medal , with a score of 57/100 Country awards • Arval Romania: Main partner of Best Electric Van 2024. • Arval Italia: Italia Solare. • Arval Italia: Prestigious “Noleggio & Qualità” awards. • Arval Norway: Eco-Lighthouse certificate. • Arval Turkey: Green Loan. • Arval UK: Outstanding New Product of the Year at the 2024 Fleet News Awards. I CERTIFICATIONS & AWARDS Certifications ISO 14001: Environmental Management System – 65% of Arval operational sites certified. Certified in Brazil, Sweden, UK (recertification), Belgium, Brazil, Chile, CZ, France IMEX, Germany, Italy (recertification), Netherlands, Peru (recertification), Poland, Romania, Slovakia, Spain, data centres in France (covering all countries), and Netherlands data centres. ISO 37001: Corruption prevention management system: Certified in Italy. ISO 39001: Road safety management system: Certified in Spain and Italy. ISO 45001: Health & safety at work management system Certified in Italy (recertification). ISO 27001: Security of information systems: Certified for Arval Connect since 2018: data centres in Netherlands and France. ISO 50001: Energy management system Certified for data centres in Netherlands and France. ISO 9001 : Quality management system – 31% of Arval operational sites certified Austria, Chile, CZ, France, Germany, Italy, Netherlands, Peru, Poland, Romania, Slovakia, data centres in France and Netherlands. (1) Award received in January 2025 + Read More + Read More]]>
<container id="_idContainer886" parent_id="_idContainer887"><![CDATA[Country awards • Arval Romania remains the main partner of the Best Electric Van 2024 for the second consecutive year, confirming its status a main partner for the Best Electric Car award organized by AutoExpert magazine. The award ceremony was held by the Romanian Ministry of Environment in the presence of the minister and the press. • Arval Italia: The photovoltaic plant in the Arval Italia hub in Scandicci was selected as a finalist project and included among the six key initiatives in the photographic exhibition organised by Italia Solare. Italia Solare, an association that promotes sustainable energy production from renewable sources, launched a photo project entitled ‘Solar Energy in everyday life’ to showcase, through images, the role of Photovoltaic in everyday life. The Scandicci plant, with a capacity of 171.36 kWp, produces 185,000 kWh of energy per year. • Arval Italia: Arval Italia received the prestigious «Electrification of the fleet» and for «Consulting» awards on November 14, 2024, at the “Noleggio & Qualità” event organised by the Top Thousand Observatory and promoted by Fleet Magazine. The initiative brought together companies and professionals in the sector to recognise excellence in 8 categories. • Arval Norway: Arval AS received the Eco-Lighthouse certificate at Oslo City Hall on 16 September 2024. Recognised in Norway and by the EU, Eco-Lighthouse certifies companies with strong environmental management. Arval AS met strict standards in waste/reuse, energy, procurement, transport and working environment. • Arval Turkey: the company was granted with a senior unsecured loan of up to EUR 50 million, or its equivalent in TRY, from the European Bank for Reconstruction and Development,to finance a new fleet of Battery Electric Vehicles (BEVs). • Arval UK: In 2024, Arval UK launched Last Mile Lease, providing businesses with electric mobility options for short, local journeys, ensuring access to the right vehicle for the right journey with optimal usage. This new offering won Outstanding New Product of the Year at the 2024 Fleet News Awards.]]></container>
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<page method="xml-texts" num="9"><![CDATA[Dialogue with stakeholders is a core element of Arval’s social and environmental responsibility. Arval is committed to maintaining an open and constructive dialogue with its stakeholders to better identify and understand their interests, perspectives and expectations, as well as the impact of its activities. This information informs the development of Arval’s offerings and overall strategy. Placing care for Arval’s customers and end users at the heart of stakeholder dialogue, Arval implements policies and processes that safeguard its social values in every interaction. The company is committed to continuous improvement by systematically collecting feedback and taking targeted follow-up actions. Arval places its employees at the heart of its strategy. Arval uses targeted surveys, social dialogue, employee networks, and a dedicated human resource platform 1 to listen to and engage with staff. Partnerships with mobility players are a key accelerator in the adoption of sustainable end-user mobility behaviours. Through careful selection of strategic partners, Arval facilitates the transition by offering combined solutions and tools that make it easier to use low-carbon vehicles and alternative transport options. Careful selection of suppliers and garages is key to ensuring efficient management of all vehicle events throughout the leasing period, while also introducing practices that reduce emissions and pollution, and minimising raw material consumption. Arval makes no compromise on driver safety during these operations. Arval implements a structured approach for stakeholder interaction, guided by policies that govern its relationships to ensure a consistent, responsible approach in all interactions. Fostering Arval’s positive sphere of influence I ARVAL’s stakeholders + BNP Paribas Align with the BNP Paribas Group’s sustainability strategy +BNP Paribas Align with the BNP Paribas Group’s sustainability strategy + Suppliers & Manufacturers Contribute to sustainability efforts with their practices + Suppliers & Manufacturers Contribute to sustainability efforts with their practices + Employees Provide meaning and opportunities to contribute to sustainability efforts, adapt their skills and embrace company’s culture +Employees Provide meaning and opportunities to contribute to sustainability efforts, adapt their skills and embrace company’s culture + Customers & End-users Advise the customers towards low-carbon mobility and safe behaviours while ensuring high quality services + Customers & End-users Advise the customers towards low-carbon mobility and safe behaviours while ensuring high quality services + Other external Stakeholders Promote sustainability in interactions + Other external Stakeholders Promote sustainability in interactions Investors Search for impact with companies integrating ESG criteria in their strategy + Partners Co-create innovative sustainable mobility services and encourage sustainable practices +Partners Co-create innovative sustainable mobility services and encourage sustainable practices (1) The About Me HR interface facilitates career management, continuous feedback and personal development and is deployed to 100% of employees Our ecosystem]]>
<container id="_idContainer990" parent_id="_idContainer1084"><![CDATA[Arval employees Provide meaningful opportunities to contribute to sustainability efforts, adapt their skills and embrace company’s culture. Interaction • Human Resources conduct regular surveys to address quality of life at work. Arval maintains a dynamic social dialogue with social partners, in line with agreements signed by BNP Paribas, including a worldwide agreement with UNI Global Union (the Global Union Federation for service companies) to reinforce the rights of employees across the globe. The BNP Paribas Code of Conduct, which applies to Arval, guarantees an ethical whistleblowing process, ensuring confidentiality and protection for whistleblowers. • Professional networks at Arval provide support on a range of topics, including professional equality, parenthood and disability. • The About Me HR interface platform, available to all employees, supports career management, continuous feedback and personal development.]]></container>
<container id="_idContainer1004" parent_id="_idContainer1084"><![CDATA[BNP Paribas Group Align with BNP Paribas Group’s sustainability strategy. Interaction • Through hierarchical and functional reporting lines, Arval maintains daily communication with designated contacts within the Group. From setting sustainability business strategy and objectives to operational implementation within each function, a comprehensive framework of policies, procedures, methodologies and tools are in place. This structure promotes BNP Paribas’s values, ensures adherence to governance standards, harmonises practices, and supports its shared ambitions. • Vertical satisfaction surveys enable Arval and the BNP Paribas Group to gather employee feedback on the framework and tools, supporting continuous improvements in their effectiveness. • Arval’s knowledge base, including a Network of Experts in Sustainability Transitions (NEST) and the Sustainability Academy training courses, is continuously updated and expanded. This ensures that all functions and sustainability issues are progressively covered, supporting the development of sustainability expertise and culture across BNP Paribas Group entities.]]></container>
<container id="_idContainer1030" parent_id="_idContainer1084"><![CDATA[Suppliers & manufacturers Contribute to sustainability efforts with their practices. Interaction BNP Paribas Group and Arval have integrated sustainability criteria into their purchasing strategies since 2015. In 2021, Procurement & Performance (P&P) began enhancing its engagement with suppliers to promote fair and responsible business practices, including: • Consultations and exchanges to better understand the market, refine purchasing strategies, and integrate social and environmental requirements. • Regular business reviews with suppliers to assess and improve collaboration. • Maintaining a minimum of 20% of expenditure with SMEs. • Promoting inclusive purchasing practices. • Integrating sustainable requirements into calls for tenders.]]></container>
<container id="_idContainer1056" parent_id="_idContainer1084"><![CDATA[Customers Whether it’s individuals, professionals, companies or institutions, Arval supports and advises all stakeholders in adopting low-carbon mobility and safe behaviours. Interaction • Arval measures customer satisfaction and recommendation rates using Net Promoter Score (NPS). Arval is committed to handling complaints with the greatest care and actively identifies sources of dissatisfaction across all channels including social media. Customer feedback is collected from various channels and considered in the development of products and services, as well as in the improvement of company processes. • For medium and large corporate customers, Arval assigns dedicated account teams, each responsible for a portfolio of clients. This customer centric organisational model enables a more tailored response to client needs and enhances the quality of delivered service. End-users Driver protection and ensuring high-quality services are central to Arval’s strategy, whether for private individuals, professionals, corporates employees using mobility solutions, or drivers of vehicles that are sold in the used car market Interaction End-user drivers of vehicles leased by Arval may interact with Arval via: • Satisfaction surveys, which are regularly sent by e-mail and collect the drivers’ views, needs or complaints. The questions in these surveys relate to service quality, relationship management, online solutions, contract termination, and complaint management. • Drivers can share feedback or raise complaints 7 days a week, 24 hours a day, supporting Arval’s continuous improvement.]]></container>
<container id="_idContainer1069" parent_id="_idContainer1084"><![CDATA[Partners Co-create innovative sustainable mobility services and encourage sustainable practices. Interaction Arval interacts with a wide range of partners to co-create solutions that help customers transition to sustainable mobility. These partnerships span the automotive and energy sectors, vehicle charging, the alternative mobility means. Adopting a ”test & learn” approach, such as with smart charging initiatives, Arval works with partners to deliver low-carbon transport solutions to specific customers segments, for example, last mile delivery. The company also aims to encourage behavioural change through initiatives like the mobility pass, and leverages connected data to support decision making.]]></container>
<container id="_idContainer1083" parent_id="_idContainer1084"><![CDATA[Other external stakeholders Promote sustainability in interactions. Interaction Arval targets constructive dialogue with regulatory bodies, public authorities, civil society organisations, and trade associations. The company shares the needs and challenges of its customers with these stakeholders and actively consider their feedback when setting targets and defining targets and initiatives. This collaborative approach helps build shared views on how to progress towards meaningful impact.]]></container>
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<page method="xml-texts" num="10"><![CDATA[I Value Chain and ESG Material Topics + Double materiality assessment (DMA) + Double materiality assessment (DMA) + Value chain overview + Value chain overview + ESG material topics & DMA process + ESG material topics & DMA process (1) Battery Electric Vehicle (2) Protection of the Interest of Clients (3) General Data Protection Regulation (4) Diversity, Equality and Inclusion (5) Carbon dioxide equivalent or CO 2 e means the number of metric tons of CO 2 emissions with the same global warming potential as one metric ton of another greenhouse gas]]>
<container id="_idContainer1143" parent_id="_idContainer1230"><![CDATA[Assessing the Environmental, Social and Governance (ESG) topics that Arval faces and influences is key to aligning its sustainability strategy with stakeholder expectations and regulatory requirements. Arval’s first Materiality Matrix was built at the end of 2021, based on a three-month combining qualitative and quantitative study involving internal stakeholders (such as Arval executive committee members and employees) and external ones (customers, suppliers, investors, partners, and NGOs). In its 2024 extra-financial report, prepared under the Corporate Sustainability Reporting Directive, Arval published its double materiality assessment*. This covers both Arval’s own operations and activities upstream and downstream in the value chain. Own operations include all equipment, buildings, and services used to deliver business activities, while commercial activities encompass services that form Arval’s value proposition to its customers. This process identified the most significant risks and opportunities for Arval’s business, and the most significant impacts for the environment and the society stemming from the own operations and commercial activities. * Double materiality is a mandatory exercise, part of the CSRD regulation, that allows companies to identify material sustainability issues. It is composed of 2 elements: • Impact materiality corresponds to Arval’s activities across the value chain and its impacts on environment & people (inside–out). • Financial materiality corresponds to risks and opportunities created by the environment and/or people on the Group (outside–in). double materiality impact materiality Company impact on people and planet Sustainability and climate impact on the company risk / opportunities Impacts Financial materiality ESG material topics & double materiality assessment process]]></container>
<container id="_idContainer1154" parent_id="_idContainer1230"><![CDATA[To pinpoint the ESG topics relevant to Arval’s business model, a dedicated taskforce reviewed all processes, activities and products that compose the value chain. This review enabled the identification of an extensive list of impacts, risks and opportunities throughout the value chain which where subsequently assessed for their materiality. The main components of Arval’s value chain are: Upstream: • The manufacturing of the vehicles and spare parts, which involves numerous industrial processes. Producing steel, aluminium, plastics used in vehicles, as well as in the production and assembly of batteries and the manufacture of spare parts, electronics and tyres produces significant CO2e5 emissions. Extreme weather events may disrupt the supply chain and create shortages. Working with suppliers requires considerations to encourage responsible practices. • Transport of spare parts and finished vehicles to Arval’s distribution centers and customers is another source of greenhouse gas emissions The own operations:Building management, business travels, and procurement of office equipment and supplies consume resources (such as energy, water, office material including IT equipment), generating CO2e5 emissions and waste. Commercial activities during the lease period, namely: • Leased vehicles emit greenhouse gases and other air pollutants. Drivers are exposed to health and safety risks, especially road accidents. At the same time, new mobility habits and opportunities are created in a fast-changing market and regulatory environment. • Vehicle events – such as maintenance, reparation, tyre changes - require garages and service providers to use responsible practices. This helps minimise environmental impact while optimising vehicle performance. • Storing, returning and transporting vehicles for various events expose cars to physical climate risks and generate emissions. • Financing, contract management, and customer or end-user support also require responsible practices including transparency and protection of personal data in all processes. Every interaction provides valuable insights for improving customer satisfaction. Downstream: • Reselling vehicles, including storage, refurbishment and transportation, mirrors ESG issues of vehicle events and logistics processes. • Post- resale vehicle uses presents similar environmental issues to the leasing period. • End-of-life disposal of vehicles and tyres leads to waste and emissions from dismantling. Value chain overview]]></container>
<container id="_idContainer1229" parent_id="_idContainer1230"><![CDATA[Arval conducted its double materiality assessment using BNP Paribas’s methodology, in compliance with CSRD directive requirements. This process followed four steps to address all relevant ESG topics: 1. Defining Arval’s value chain, distinguishing between «Own operations» and «Commercial activities», and defining relevant ESG sub-topics. 2.	Identifying internal and external stakeholders, and the related impacts, risks and opportunities (IRO) per ESG topic. 3.	Assessing the materiality of each IRO on a scale of 1 (Minimal) to 5 (Critical). 4.	Determination of the materiality threshold for each IRO - when the rating is 3 (Important) or above on at least one of the three dimensions, then the topic is considered material. The material IROs identified through this exercise and reported for the 2024 CSRD sustainability statement are: Climate change mitigation • Greenhouse gas emissions generated during vehicle use throughout the leasing period (negative impact). • Greenhouse gas emissions from vehicle, spare parts, battery and tyre production, and the transportation of vehicles for delivery or resale (negative impact). • Decrease of vehicle resale value as a result of legislative, technological and / or consumer preferences (transition risk). • Cost savings achieved through initiatives to reduce Scope 1 and Scope 2 emissions (opportunity). • Increased customers interest in electric mobility solutions, supported by regulations restricting older or high-emissions vehicles (opportunity). • Growing customer adoption of new mobility practices, such as car sharing, which help reduce fleet sizes and lowering upstream manufacturing emissions (opportunity). Climate change adaptation • Losses from early contract termination, and material damage to Arval’s fleet and buildings caused by natural disasters (physical risk). • Shortages, quality issues, and reduced availability of raw materials from extreme weather events (physical risk). • Air Pollution emitted during the vehicles use, other than greenhouse gases, including NOx, fine particles, VOCs and CO (risk). Business management • Business code of conduct incidents when interacting with stakeholders (risk). Own workforce • Discrimination, inequality and exclusion during key stages of employees’ careers, such as recruitment, performance evaluations, promotions and compensation reviews (negative impact). • Violence and harassment at work, including interactions with colleagues, customers and external stakeholders (negative impact). • Lack of social protection measures for employees (negative impact). • Human resources risks arising from disputes over discrimination, poor contract management, or unequal treatment (risk). • Psychosocial risks for employees related to recent changes in working methods and the working environment (risk). • Attracting and retaining high-level talents through gender diversity practices, thereby reducing of external recruitment costs (opportunity). • Improved employee retention and workplace efficiency through work-life balance initiatives (opportunity). • Increased employee satisfaction, retention and loyalty through skills development, leading to lower external recruitment costs (opportunity). Consumers and end-users • Consumers’ health and safety concerns, road accidents and other safety hazards from physical risks (negative impact). • Impact of unclear, insufficiently transparent, or misleading information provided to customers (negative impact). • Customer dissatisfaction from the treatment of isolated operational or commercial issues (negative impact). • Breaching personal data protection legislation when processing customers’ personal information (risk). • Improved customer satisfaction, fewer accidents, and reduced repair and insurance costs due to driver safety initiatives (opportunity). Environment social Governance Climate Change Adaptation Water & marine resources Workers in the Value Chain Suppliers’ relationships Cybersecurity Material Non-Material Biodiversity & Ecosystems Affected Communities Resource Use & Circular Economy Own Workforce Business Conduct Anti-bribery whistleblowers Material Non-Material Climate Change Mitigation Consumers & End-users Pollution Consumers’ Privacy Risks Impacts Opportunities ESG material topics & double materiality assessment process]]></container>
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<page method="xml-texts" num="11"><![CDATA[I ETHICs & GOVERNANCE CORE SUSTAINABILITY GOVERNANCE FRAMEWORK STAKEHOLDERS’ PROTECTION STAKEHOLDERS’ RELATIONS Arval’s sustainability governance charter describes the organisation, the missions, the key principles regarding the roles and responsibilities of various internal stakeholders, and the framework for relationships with external parties. It also details the policies for performance monitoring and reporting. The charter draws on the BNP Paribas Group governance and company engagement framework, applying it as appropriate to Arval’s business model. + + + + Customers (ESG assessment, Sector policies, NPS 4 ) Suppliers (Sustainable sourcing charter, assessment, dedicated committees) Community (Philanthropy, partnerships and sponsoring) Customers (ESG assessment, Sector policies, NPS 4 ) Suppliers (Sustainable sourcing charter, assessment, dedicated committees) Community (Philanthropy, partnerships and sponsoring) Administrative, management, supervisory bodies (Board of directors, Executive committee, Sustainability steering committee) Sustainability organisation (Corporate sustainability office, Countries sustainability managers and champions) ESG risk framework (Risk identification study, Double materiality assessment, Risk mapping, CSR control plan) Sustainability performance incentive schemes Extra-financial commitments framework Administrative, management, supervisory bodies (Board of directors, Executive committee, Sustainability steering committee) Sustainability organisation (Corporate sustainability office, Countries sustainability managers and champions) ESG risk framework (Risk identification study, Double materiality assessment, Risk mapping, CSR control plan) Sustainability performance incentive schemes Extra-financial commitments framework Ethics (Code of conduct, Ethics whistleblowing system, Diversity charter, Greenwashing guidelines, GDPR 1 ) Well-being and social protection (NPE 2 , Social Dialogue) Transparent information (CSRD 3 ) Ethics (Code of conduct, Ethics whistleblowing system, Diversity charter, Greenwashing guidelines, GDPR 1 ) Well-being and social protection (NPE 2 , Social Dialogue) Transparent information (CSRD 3 ) (1) General Data Protection Regulation (2) Net Promoter Employee (3) Corporate Sustainability Reporting Directive (4) Net Promoter Score + +]]>
<container id="_idContainer1353" parent_id="_idContainer1383"><![CDATA[Stakeholders’ protection Ethics • The Code of Conduct sets out the rules of conduct that apply to all BNP Paribas activities and employees, including Arval’s workforce. It addresses different areas including the protection of customer interest, financial security, market integrity, conflicts of interest, professional ethics, respect of colleagues, commitment to society and the fight against corruption. The Code is available in 20 languages and is accessible online. • Arval’s ethics whistleblowing system is governed by the BNP Paribas framework. It allows employees and all stakeholders to report, in good faith, crimes, offences, threats, serious harm to the public interest, serious violations of international standards or violations of the Group’s Code of Conduct. When a material breach is identified, Arval undertakes appropriate remediation and evaluates the effectiveness of the actions taken. • The Diversity Charter is the reference document for all entities, fully involving Arval in the inclusion of its employees and addressing five key pillars: gender equality, inclusion of people with disabilities, multiculturalism, intergenerational diversity, and sexual orientation. It is implemented in each entity with support from a dedicated Corporate Human resources team. • Communication guidelines have been issued to avoid greenwashing in Arval’s published communications. • The protection of personal data policy, in line with BNP Paribas framework, includes a process for identifying, qualifying and assessing risks related to personal data processing activities impacting individual customers and end-users and employees. A series of organisational and technical measures are provided and implemented to prevent and manage these risks. Well-being and Social Protection • Net Promoter Employee (NPE) scores are measured through regular Pulse Surveys, which are conducted to understand employee engagement, adherence to the company’s strategy, and perception of management, as well as to measure employees’ satisfaction and well-being at work. • Social dialogue is essential for BNP Paribas and its subsidiaries, including Arval, to ensure that the interests and rights of employees are integrated into the overall strategy. This commitment is reflected at the European level through committees promoting social dialogue and at a global level through Group-wide agreements. Transparent Information • Arval is subject to the CSRD and discloses its sustainability strategy and governance, its material ESG impacts, risks and opportunities, detailing the relevant policies, actions, targets and performance. This report is audited for limited assurance by third party auditors.]]></container>
<container id="_idContainer1368" parent_id="_idContainer1383"><![CDATA[Core sustainability governance framework Administrative, management and supervisory bodies • The Board of Directors is Arval’s governing body. It leads the strategy with a long-term perspective, aiming for sustainable growth, and acting in the interest of Arval and its stakeholders. • The Executive Committee is Arval’s supreme steering body. It meets to share relevant information for the management of Arval’s activities and to decide the strategic directions to be taken. • The Sustainability Steering Committee, coordinated by the Chief Sustainability Officer, is responsible for monitoring sustainability performance and, activity indicators, while coordinating cross-functional projects on sustainability issues, such as the decarbonisation of the vehicle leasing business. The roles of these bodies, along with additional committees (internal control, risk, credit) are detailed in Arval’s CSRD disclosure. Sustainable performance incentive schemes Arval’s Chairman and Chief Executive Officer receives variable remuneration that incorporates CSR criteria. This includes annual variable remuneration with objectives relevant to the CSR challenges of the Arval Beyond strategic plan and the Group’s loyalty plan. In addition, Arval aims for 100% of Country General Managers to have relevant ESG objectives linked to their remuneration. Sustainability Organisation • Corporate Sustainability Office, led by the Chief Sustainability Officer, who is member of Arval’s Executive Committee, plays a pivotal role in defining the sustainability strategy and ensuring its deployment across all entities and functions. • Sustainability Managers and Champions are assigned in most Arval entities. The community is composed of more than 40 members and is animated by the corporate sustainability office. Their role is to adapt and apply Arval’s sustainability targets & priorities in their perimeter, structuring and leading governance, and tracking and reporting performance. Within this community, the +Impact Makers group is composed of people fully dedicated to the subject, based in the countries with the most significant activity for Arval, and contributing to local change management. ESG risk framework refers to the risk identification and assessment processes applied in Arval, integrating the controls in place to secure implementation of processes relevant to major identified risks. It consists of: • An annual risk identification study (RISK ID) designed to encourage anticipation, and to promote a forward-looking approach to severe but plausible risks for Arval, in which ESG is one of the risk drivers covered. • The double materiality assessment conducted as part of the CSRD disclosure, which identifies material ESG impacts, risks and opportunities. • The annual risk mapping exercise performed by each function in every Arval entity, providing a detailed view of risk levels, including ESG risks, based on historical incidents and findings, while evaluating the residual risk considering the procedures, plans and controls in place. • The CSR control plan, ensuring that key ESG risks in Arval’s relationships with stakeholders are well managed. Commitments • The Extra-financial commitments framework ensures that each voluntary and public commitment made by Arval complies with BNP Paribas’ corporate social responsibility strategy, and monitors the compliance of actions and performance with these commitments.]]></container>
<container id="_idContainer1382" parent_id="_idContainer1383"><![CDATA[Values in Stakeholders’ relations Customers & End-users • Arval applies BNP Paribas sector policies relevant to its business model to ensure that the Group’s Corporate Social Responsibility values and priorities are upheld across the value chain. In 2024, a new ESG assessment process, integrated into the credit review, was introduced to evaluate the ESG maturity of large corporate customers and to reinforce their alignment with BNP Paribas Groups’ values through a controversies analysis. • Arval measures the satisfaction and recommendation rates (Net Promoter Score or NPS) of its corporate customers through continuous monitoring of the various commercial channels it manages. It also takes the greatest care in handling complaints and is committed to identifying dissatisfaction expressed via social networks. In addition, Arval measures driver satisfaction through surveys conducted after most vehicle events. Suppliers & Partners • The BNP Paribas Sustainable Sourcing Charter, which applies to Arval, outlines the Group’s ethical principles and ESG commitments shared with suppliers. Attached to Arval service agreements, it draws on the UN Global Compact’s core principles - covering human rights, working conditions, environment, and anti-corruption – and Guiding Principles on Business and Human Rights, which define corporate human rights responsibilities. • Supplier assessments are carried out using a structured questionnaire including ESG-weighted during tenders. The outcome of this questionnaire has a predefined weighting in the sourcing selection criteria. Moreover, Arval has initiated on-site ESG audits by third parties in some countries for its preferred network garages. • All new activities undergo an assessment that integrates ESG criteria. Dedicated committees define and agree the framework to optimise any ESG opportunity and mitigate impacts and risks. Community • Arval’s philanthropy, partnership and sponsoring framework ensures that all relevant initiatives are compliant with BNP Paribas due diligence measures. This policy sets out the framework to prevent corruption and reputational risk, identifies the means and themes for philanthropy, and governs the organisation of BNP Paribas’ 1 Million Hours 2 Help initiative, to which Arval employees contribute.]]></container>
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<page method="xml-texts" num="12"><![CDATA[Environment Low-carbon mobility, and reducing the environmental impact of own operations, are core engagements of Arval 26 & Beyond strategy. The growing adoption of electric vehicles remains a major opportunity for Arval to mitigate its impact in terms of CO 2 and other polluting emissions. Arval’s decarbonisation plan uses a holistic approach in engaging its customers to act for impact. Moreover, own operations emissions (Scopes 1 and 2) are under the direct control of Arval, who targets to lower its environmental impact while achieving cost savings. In addition, Arval is adapting its fleet management in the context of more frequent extreme weather events. + Climate change + Climate change + FLEET DECARBONISATION + FLEET DECARBONISATION + Own operations decarbonisation initiatives + Own operations decarbonisation initiatives + Preserving resources and limiting pollution + Preserving resources and limiting pollution -22.4% 253,373 19% CO 2 BEV in fleet Smart Repair % decrease of average WLTP theoretical tailpipe CO 2 emissions per vehicle of Arval fleet and per kilometre compared to Jan 2020 1 (1) Average emissions of CO 2 are calculated as a weighted average of the Arval entities’ fleet (Passenger cars and light commercial). In a context of regulation change (NEDC, WLTP), the CO 2 emissions will 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 Number of Battery Electric Vehicles in leased fleet 2 % of yearly SMART repair 3 out of total body repair events worldwide 2024 performance]]></page>
<page method="xml-texts" num="13"><![CDATA[Climate change is the long- term shift in temperatures and weather patterns primarily driven by greenhouse gas emissions (GHG). Because passenger cars and light commercial vehicles (vans) are respectively responsible for around  16% and 3%   of total EU GHG emissions 1 , Arval, as a major mobility player, has been transitioning its business since 2020 to reduce the emissions of its leased fleet. Arval has recognised several impacts and risks related to climate change due of its leasing business model and value chain: • GHG emissions from the leased fleet, including upstream manufacturing emissions and the use of vehicles, during the leasing period and after their resale. • P hysical risks from extreme weather events, causing damage to the fleet. • T ransition risks on the resale value of cars in the EU market due to legislative, technological changes and consumer preferences. • The transition is also a source of new opportunities for Arval to be part of a more sustainable economy: > Cost-saving opportunities by reducing GHG in its own operations > Commercial opportunities in promoting the emergence of electric mobility and new mobility solutions. I CLIMATE change Arval’s Commitment to Addressing Climate Change + Arval’s approach to mitigating fleet risks + Arval’s approach to mitigating fleet risks + Decarbonisation trajectory + Decarbonisation trajectory + Our decarbonisation trajectory + Read more + Read more Arval’s carbon footprint (1) CO 2 emission performance standards for cars and vans – European Commission]]>
<container id="_idContainer1458" parent_id="_idContainer1613"><![CDATA[How Arval calculates its carbon footprint SCOPE 1 Direct emissions from owned or controlled sources: direct GHG emissions that are released by Arval by use of energy that is not electricity, which in Arval’s case stands for natural gas consumption and heating oil (for heating systems), and fuel (for emergency power units). SCOPE 2 Indirect emissions from the generation of purchased energy: includes all types of electricity Arval buys, and all the electricity spent in district heating and cooling systems. Communicated figures, unless stated otherwise are ‘location-based’ and calculated using countries’ average electricity carbon intensity. SCOPE 3 Indirect emissions are associated with: • Emissions relating to Arval’s leased fleet including upstream vehicle manufacturing, use during the leasing period, and after their resale. • Employees’ business travels: at this stage calculated for business trips made by plane, rail and car (for the sake of visual simplicity business Travel emissions are summed with Scope 2 figures). Arval’s 2024 GHG emissions in tCO2e Own operations1 12 444 Commercial activities2 23 298 087 TOTAL 23 310 531 (1) Arval own operations GHG emissions includes Scope 1, Scope 2 and business travels (2) Arval commercial activities GHG emissions include Scope 3 linked with the manufacturing emissions of vehicles purchased and vehicles use phase emissions (during leasing and after sale) Arval Group’s carbon footprint is calculated using the Greenhouse Gas protocol, a reference standard for GHG accounting. Its reporting framework relies on the definition of the operational boundaries via ‘scope of emissions’ (Scope 1, 2 and 3 – see definitions), which categorise emissions resulting either directly or indirectly from the company’s operations and activities. Arval Group’s Scope 3 includes GHG emissions from its leased fleet across the value chain. This provides a comprehensive understanding of its carbon footprint and helps identify levers to decarbonise Arval’s own operations and its commercial activities. Scopes 1 & 2 are calculated using data collected in the 13 Arval countries where Arval operates, covering almost 80% of its employees. The data is extrapolated to the rest of the group. The calculation of Scope 3 uses Arval’s own fleet database for the usage phase, completed with external data sources for indirect upstream and downstream emissions. Details of Arval’s methodology are provided on a Scope-by-Scope basis in Arval Group’s Sustainability Statements of the 31st of December 2024, § 2.4.3 “Gross Scopes 1&2,3 and total GHG emissions”.]]></container>
<container id="_idContainer1471" parent_id="_idContainer1613"><![CDATA[Arval’s approach to mitigating fleet risks In addition, Arval has set business continuity procedures for acute climate events, defining measures to protect employees whilst ensuring business continuity, through various strategies ranging from working from home, temporary transfers of employees or activities to other sites or other measures if deemed necessary. To reduce the risks of the fleet’s exposure to extreme weather events, and to ensure the continuity of services, Arval has put in place an adaptation plan: • Protection of Arval’s assets through a variety of initiatives such as protecting stocks in high-risk areas and risk-monitoring. • Prevention, towards drivers with weather alerts and rewarding parking in secure areas. • Insurance and hedging of risk with reinsurance policies as well as adapting damage covered.]]></container>
<container id="_idContainer1512" parent_id="_idContainer1613"><![CDATA[Decarbonisation levers • Technology mix / electrification • Vehicle weight monitoring• Increase contract duration or leverage used cars FLEET COMPOSITION 1 USAGE OPTIMISATION • Increase eco-driving • Optimise PHEV3 Recharging 2 FLEET SIZE & NEW MOBILITIES • Improve utilisation rate and optimise sharing / Pooling • Transfer mileage to alternative mobilities where relevant 3 (1) % decrease of average WLTP theoretical tailpipe CO2 emissions per vehicle of Arval fleet and per kilometre compared to Jan 2020 (2) Battery Electric Vehicle (3) Plug-In Hybrid Electric Vehicle + Know more + Know more]]></container>
<container id="_idContainer1612" parent_id="_idContainer1613"><![CDATA[2013 2020 2026 2050 Here we are! 2030 (1) All its leased fleet, including passenger cars and commercial vehicles, worldwide (2) Belgium, Germany, Spain, France, Italy, The Netherlands, Poland (3) Source ICCT : https://theicct.org/publication/european-market-monitor-cars-vans-2024-feb25 (4) Including direct emissions from fuel combustion, indirect emissions from power generation, and upstream energy-related emissions (5) The term «real emissions» corresponds to direct and indirect emissions (including upstream energy production and distribution as well as a correction of WLTP emissions with the aim of approaching actual emission values, related to overconsumption of fuel in real conditions) during the use of the vehicle over its entire lifetime (6) Using ‘Location-based’ method figures computed using countries average electricity carbon intensity and expressed in equivalent tCO2 per Full Time Employee (FTE) + View the infography + View the infography Decarbonisation trajectory Through its “Arval Beyond” strategic plan, since 2020 Arval has been transitioning its business to reduce the emissions of its leased fleet, promote the emergence of electric mobility and new mobility solutions, and contribute to better road safety. Decarbonisation of leased fleet: Arval recorded a reduction of average tailpipe emissions of its leased fleet of nearly 1.8 million vehicles of 22.4% compared to January 2020, with an average intensity of 111 gCO2/km per vehicle1 average theoretical tailpipe CO2 emissions (WLTP values). Arval aims to bring the average emissions down to 100 gCO2/km by the end of 2026 (30% lower than 2020), and at the same time increase the number of electric vehicles in its fleet to 400,000. With an intensity of just 92 gCO2/km of its 2024 production in its main European markets2, Arval has already achieved average emissions well below that of the European market at 108 gCO2/km over the same period3. Well-to-wheel emissions4 from vehicle use during the leasing period and after resale, expressed as intensity per kilometre, are calculated according to the SBTi methodology. The decarbonisation trajectory aims to achieve a reduction of -35% in real emissions5 in gCO2 intensity per kilometre travelled, i.e. 144 gCO2/km in 2030 compared to 221 gCO2/km in January 2020. For its own operations decarbonisation, Arval is aligned with the BNP Paribas Group having set a 2025 intensity target of less than or equal to 1.85 tCo2/FTE6 for Scopes 1 and 2, and employee business travel emissions for Scope 3.]]></container>
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<page method="xml-texts" num="14"><![CDATA[Since 2020, the Arval Beyond strategic plan has included a roadmap for a reduction in tailpipe emissions based on theoretical emissions (WLTP), initially by 2025 and then extended to 2026. The main lever is electrification, and thanks to its customers, Arval counted 253,373 electric vehicles (BEVs) in its leased fleet in 2024, a +52% increase compared to 2023. This momentum was reflected in the orders of new vehices, counting 22.6% of BEV in 2024. Among all new vehicles delivered by Arval in Europe in 2024, 21.2% were BEVs, well above the 14% market rate (source: ACEA, Passenger Car and Van). Considering new passenger car registrations in Europe only, Arval 2024 production reached an intensity of 92 gCO 2 /km in its main European markets 1 , achieving already emission well below European market standing at 108 gCO 2 /km in the same period. Despite the good momentum of electrification of passenger vehicles, the light commercial vehicle market, which represents nearly 17% of Arval’s fleet, is experiencing more moderate growth in electric powertrains. The market trend towards heavier vehicles, in all categories and engines, remains a factor slowing the reduction in emissions. I FLEET DECARBONISATION How Arval manages fleet decarbonisation Advice & consulting Arval STAR, a methodology driven by a user- centred approach. -35% Levers and customer solutions Arval STAR showcase Arval’s fleet decarbonisation objective by 2030 Arval Charging@Home by Arval France and EDF A new home charging solution that encourages the adoption of electric vehicles. Modelling a 5 year fleet electrification roadmap for a European Arval customer thanks to the Arval STAR methodology. + Find out how + Find out how + Read More + Read More + Read More + Read More + See the calculating methodology + See the calculating methodology (1) Belgium, Germany, Spain, France, Italy, The Netherlands, Poland. + Optimising fleet composition by integrating less emissive vehicles and extending their ownership period. + Optimising fleet composition by integrating less emissive vehicles and extending their ownership period. + Sust ainable use of vehicles to optimise their energy consumption. + Sust ainable use of vehicles to optimise their energy consumption. + Develop relevant alternative forms of mobility to replace individual vehicle journeys. + Develop relevant alternative forms of mobility to replace individual vehicle journeys.]]>
<container id="_idContainer1718" parent_id="_idContainer1901"><![CDATA[In parallel to the revision of the 2026 objective regarding the reduction of its fleet’s tailpipe emissions, Arval widened its approach towards a medium-term target related to the use of vehicles. Arval calculates well-to-wheel emissions during the leasing period and after resale, in intensity per kilometre, using the SBTi initiative methodology. Arval’s decarbonisation trajectory aims for a reduction of -35% in real emissions in gCO2 intensity per kilometre travelled, i.e. 144 gCO2/km in 2030 compared to 221 gCO2/km in January 2020. Actuals Estimated real well-to-wheel emissions intensity in gCO2/km of the leased fleet (km travelled during rental and after resale of vehicles) Theoretical average tailpipe emissions intensity in gCO2/km of the leased fleet (WLTP) Target Arval’s fleet decarbonisation targetGHG intensity in gCO2/km 2030 2024 2019 221 214 144 143 111 -35%]]></container>
<container id="_idContainer1731" parent_id="_idContainer1901"><![CDATA[• Context: A major energy customer that manages a fleet of over 5,000 vehicles is driven by a strong commitment to sustainability. 25% of its fleet is full electric and the company has an ambition to be 100% BEV by end of 2030.This initiative is strongly supported and sponsored by top management, reflecting a clear strategic priority for the organisation. Arval STAR showcase • The STAR methodology enabled Arval to clarify the client’s needs, ensuring a comprehensive understanding of their requirements and objectives. Building on this basis, Arval modelled an electrification roadmap for the customer’s fleet across the European market for the next 5 years, using to a tool developed by Arval Consulting. This approach considered both the maturity and the specific characteristics of the EV ecosystem in each country. • Result: The customer was able to assess the overall feasibility of the electrification initiative and identify potential changes in management actions to be implemented at a global level. The STAR methodology provided valuable insights, supporting informed decision-making and facilitating a smooth transition towards fleet electrification. The CO2 emissions dropped by 10% versus year-1.]]></container>
<container id="_idContainer1744" parent_id="_idContainer1901"><![CDATA[In January 2024, Arval France and EDF Group launched a new home charging solution: Arval Charging@Home. This new electric home charging service aims to encourage the adoption of electric vehicles by Arval France customers’ employees, by providing them a hassle-free charging experience: installation and maintenance of the charging station, roadside assistance, and possible removal of the charging station and its recycling. This solution is the first deployment case of the Arval Charging Services offer that was launched in 2024. This offer bundles the leasing of the electric vehicle with the recharging socket for the home or the office. Arval Charging Services fully associates itself with existing Arval public recharging offers, allowing customers to access recharging wherever they need it. Arval launches Charging@Home with EDF]]></container>
<container id="_idContainer1756" parent_id="_idContainer1901"><![CDATA[Arval offers a wide range of electric and plug-in hybrid vehicles and supports electrification with: 1. A charging offer that includes electricity charging cards, automatic reimbursements for home charging, and mobile applications to locate charging points, making the electric transition more accessible. 2. Educational campaigns that promote the benefits of electric vehicles. 3. Flexible leasing options, such as 3–6-month electric vehicle trials or temporary access to a combustion vehicle for long journeys, promote a gradual and sustainable adoption of electric vehicles. 4. Creating confidence on the second-hand market of electric vehicle market through battery health certificates issued at resale. Moreover, Arval introduces complementary strategies for managing the weight of vehicles and extending their ownership period. These strategies reduce Arval’s carbon footprint related to the manufacture and use of vehicles, maximising the amortisation of environmental impacts, particularly for electric vehicles. Optimising fleet composition by integrating less emissive vehicles and extending their ownership period]]></container>
<container id="_idContainer1769" parent_id="_idContainer1901"><![CDATA[1. Arval Connect telematics solution:• Facilitates the identification of opportunities for the transition to electric vehicles. • Provides personalised recommendations to help reduce fuel consumption and CO2 emissions via real-time monitoring of driving data (consumption, braking, acceleration). • Supports proper use of plug-in hybrid vehicles through telematic indicators, allowing fleet managers to manage charging levels. 2. Arval offers eco-driving training and coaching, which brings a potential reduction of up to 20% in fuel consumption1. (1) Average improvement between the lowest and highest possible scores, according to an internal study on the actual consumption of a sample of 18,600 vehicles. Sustainable use of vehicles solutions to optimise energy consumption.]]></container>
<container id="_idContainer1781" parent_id="_idContainer1901"><![CDATA[1. Car sharing among multiple users optimises vehicle use, while reducing the number of vehicles in the fleet and the associated costs by up to 20%. 2. Active mobility: For short distances or urban journeys, solutions such as electric or mechanical bike leasing reduce dependence on motor vehicles. 3. Arval Mobility Pass: This payment card allows employees to use the mobility budget allocated by their employer for their daily journeys. They have access to a wide range of sustainable transport modes that help reduce their carbon footprint. This solution is already deployed in France, Spain, the Netherlands and Brazil. Develop relevant alternative forms of mobility to replace individual vehicle journeys]]></container>
<container id="_idContainer1862" parent_id="_idContainer1901"><![CDATA[Advice & consulting: Corporates face significant challenges in adopting BEVs, such as their higher purchase cost compared to Internal Combustion Engine (ICE) vehicles, the lack of reliable and widespread charging infrastructure, the difficulty in maintaining the value of BEVs over time in the used car market, and the lack of a stable regulatory environment. Through the Arval STAR (Strategic Transformation through Actionable Recommendations) methodology, the Arval consulting team helps companies meet their environmental targets by adopting electrified vehicles and alternative mobility solutions, guiding them through complexities on their journey towards the future of mobility and fleet management. Furthermore, the Arval consulting team conducts research and analysis to identify trends, challenges, and opportunities in the mobility market. They collaborate with various departments to develop strategic methodologies that help clients manage their fleets and achieve their objectives. By leveraging their expertise, the team provides actionable solutions that drive innovation and growth in the sector. + View the infography + View the infography]]></container>
<container id="_idContainer1900" parent_id="_idContainer1901"><![CDATA[select responsible mobility solution adopt sustainable mobility habits Helping customers and end users questioning their approach towards more sustainable practices (1) Total Cost of Ownership + Read more + Read more]]></container>
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<page method="xml-texts" num="15"><![CDATA[Arval is committed to providing its services responsibly. By actively minimising its carbon footprint, Arval reduces its environmental impact while maintaining cost control, and in the long term generating savings. This ambition is supported by actions that improve of the energy efficiency of its buildings and the sustainable mobility of its employees, as well as raising their awareness. Measurement of energy consumption and greenhouse gas emissions from Arval’s own operations (Direct Emissions, Scope 1), indirect emissions from energy purchases (Scope 2) and indirect emissions from its employees’ business trips (Scope 3) has been in place since 2013. Targets are set in intensity per full-time equivalent employee (FTE) and are aligned with those of BNP Paribas, i.e. an intensity of less than or equal to 1.85 tCO 2 e 1 / FTE in 2025. To support achieving this target, Arval rolled out a new employee mobility policy in 2023, aiming for 100% battery electric vehicle at order by 2026 for its internal fleet. The share of renewable electricity consumed by Arval in 2024 was 43.7%. This electricity comes either from the purchase of renewable electricity certificates, known as «Power Purchase Agreements» («PPAs»), or from the direct consumption of renewable energy produced by the Group’s buildings. These measures make it possible to limit the CO 2 e emissions associated with the Group’s electricity consumption, a reduction accounted for in the market-based 2 approach. For Arval, these amounted to 8,908 tCO 2 e in 2024, a reduction of 3,513 tCO 2 e over the year, compared to the location-based calculation. I OWN OPERATIONS DECARBONISATION INITIATIVES How Arval is decarbonising its own operations BNP Paribas, a Green Company for Employees A complete programme that puts employees in the lead. +400 employees experience electric mobility as part of the “e-Test Drive Arval Brazil” programme. Arval’s own operations policy to reduce its impact: Arval has defined a methodological approach, using the following hierarchy of principles: 1. Energy sobriety (adapting use to reduce demand) 2. Energy efficiency (producing, transporting and using energy more efficiently) 3. The use of low-carbon energy, and in particular renewable energy 2024 performance: 1,46 tCO 2 e / FTE. Germany The transformation of the Oberhaching mobility hub: 47 electric vehicle charging stations and many more to come. Mobility & travel policies Arval policies promote low- emission commuting and business travel for employees. + Read More + Read More + Read More + Read More + See policy and trajectory per FTE in details + See policy and trajectory per FTE in details + Read More + Read More (1) Carbon dioxide equivalent or CO 2 e means the number of metric tons of CO 2 emissions with the same global warming potential as one metric ton of another greenhouse gas (2) Location-based method: This approach uses the average emission factor of the region or country where the electricity is consumed. For example, if the electricity consumption is in France, the company can use the emissions intensity of te French energy mix, which is mainly nuclear. Market-based method: this approach reflects the greenhouse gas emissions of the electricity that the company has chosen on the market. This means that scope 2 greenhouse gas emissions will depend on the scope 1 carbon intensity of the electricity provider. (3) Arval fleet leased for the benefit of its employees and at the expense of Arval, worldwide excluding Latin America, Morocco & Turkey. (4) IT: Information technology]]>
<container id="_idContainer1948" parent_id="_idContainer1985"><![CDATA[Arval has been committed to a methodological approach of continuous improvement since 2012. Arval’s own operations greenhouse gas emissions at the end of 2024 were 1.46 tonnes of CO2 equivalent per full time employee, aligned target of achieving a level less than 1.85 tCO2 per full time employee by the end of 2025. Arval Mobility Policy Arval rolled out a new employee mobility policy in 2023, aiming for 100% Battery Electric Vehicle at order by 2026 for its internal fleet used by its employees3. This fleet (all countries excluding Latin America, Morocco and Turkey) reached 96% of Battery Electric Vehicle at order in 2024, and 57% within its existing fleet. Moreover, mobility guidelines were released to promote the adoption of alternative mobility. In addition, Arval has deployed the following BNP Paribas initiatives: Green building programme: BNP Paribas real estate operations (IMEX) coordinate a process for improving the operation of sites in France and beyond, including Arval’s, to reduce their environmental impact. The carbon footprint reduction plan for buildings in France has three levers: • The continuous improvement of the energy performance of buildings via a monitoring tool that centralises the energy consumption data of 90% of the portfolio. • Works and investment plans to modernise and improve the efficiency of installations (heat pumps, LED lighting, façade insulation, roof repairs, etc.). • Raising employee awareness on uses of buildings (offices, bank branches, data centres) daily. Sustainable Digital programme: BNP Paribas Group, including Arval, has implemented a Sustainable Digital programme that defines ten global principles within the IT4 Charter. These principles focus on calculating the environmental footprint, rationalising equipment for energy efficiency, using low-carbon energy, and raising awareness among IT teams on environmental issues. Arval’s own operations policy to reduce its impact]]></container>
<container id="_idContainer1959" parent_id="_idContainer1985"><![CDATA[This BNP Paribas’ initiative, launched at Arval in 2020, aims to accelerate the reduction of Arval’s direct impact on the environment by giving a central place to the participation of all employees. How does Green Company for Employees work? • A participatory approach to defining priorities (Flagships): in collaboration with key stakeholders. • Sharing commitments with all the Group’s businesses and subsidiaries, and identifying the most relevant and impactful initiatives for employees. • Organisation of events and workshops. What are the priorities of the Green Company for Employees programme? • Promoting sustainable mobility: through this flagship initiative, Arval strives to reduce the environmental impact of all employee travel. • It sets six commitments for travel policy: - Reduce the environmental impact of business travels via the Group’s travel policies. - Develop and promote remote-communications methods. - Put in place car -and bicycle-sharing- solutions at work. - Encourage carpooling, especially for commuting. - Put in place facilities at work for green vehicles. - Make it easier for employees to purchase a green vehicle through special rates/discounts. • Banning single-use plastic: the goal is to remove all disposable plastic items from work and eating areas, with a focus on food and drink containers. • Digital sustainability: to succeed in Arval’s sustainable digital transition, we focus on measuring its digital footprint, collaborating with its suppliers and raising awareness among internal and external stakeholders. • Sustainable food: we focus on responsible sourcing, fighting against food waste, recycling, and raising awareness of environmental and health impact. BNP Paribas, a Green Company for Employees initiative]]></container>
<container id="_idContainer1971" parent_id="_idContainer1985"><![CDATA[Arval Brazil held two webinars to promote electric mobility within BNP Paribas Group, attracting more than 400 employees. Two participants of a quiz won a 30-day test drive of the BYD Dolphin at the end of the webinar through Arval Brazil’s e-Test Drive programme. Raising internal awareness on BEV mobility for 400 employees in Brazil]]></container>
<container id="_idContainer1984" parent_id="_idContainer1985"><![CDATA[Mobility Policy At the end of 2023, Arval published a mobility position paper, providing recommendations for implementing sustainable mobility solutions for employees. Local policies in various regions are integrating these guidelines and adapting them to local regulations and alternative mobility infrastructure and maturity. These policies encourage low-emission commuting through mobility passes, bike-sharing mobility hubs, commitments to battery electric vehicles for its internal fleet, and facilitating charging at work. Travel PolicyArval follows the Group travel policy, which includes several principles for reducing the carbon footprint when travelling for work: • Travel by train where possible. • Include CO2 emissions in the “best buy” approach for car rentals. • Combine trips and accommodate multiple meetings. • Consider virtual meetings where appropriate. Mobility & travel policies]]></container>
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<page method="xml-texts" num="16"><![CDATA[As a mobility player, Arval strives to contribute to other environmental objectives beyond the mitigation of climate change, such as the reduction of air pollution and consumption of primary resources. Transportation has a major impact on air quality, particularly because of nitrogen oxide (NOx) and fine particle emissions (especially from diesel engines), Volatile Organic Compounds («VOCs») that come mainly from hydrocarbons and their chemical derivatives, and other non- exhaust emissions from braking abrasion or microplastics from tyre wear. To reduce global emissions (greenhouse gases and pollutants), Arval’s strategy is based on vehicle electrification. This is the best technical solution for individual mobility in the short and medium terms. The upcoming application of EURO7 norm, which includes non- exhaust emissions for type- approval testing, will help structure and steer the reduction of emissions more accurately. With more than 440,000 vehicles purchased in 2024, and as manufacturers integrate more recycled materials into vehicle design, the consumption of primary resources remains a point of attention for Arval. Strategies to extend contract duration, and to avoid the purchase of new vehicles, will help limit the need for raw materials. This also translates into policies to promote circular vehicle repair and maintenance, with strategies to repair rather than replace, while minimising repairs through advanced SMART techniques. I PRESERVING RESOURCES AND LIMITING POLLUTION How Arval promotes circularity to limit pollution Supporting biodiversity 54 8,254 trees planted or regenerated since 2021 with ReforestAction Circular Maintenance & Repair 6,000 partner garages –19% of SMART repairs at the end of 2024 Air pollution: levers and solutions 1. Fleet electrification 2. SMART Repairs 3. Preventive Maintenance Second hand cars + 400,000 cars sold in second hand market in 2024 Car sharing A mobility option that contributes to a circular economy + Read More + Read More + Read More + Read More + Read More + Read More + Read More + Read More + Read More + Read More]]>
<container id="_idContainer2037" parent_id="_idContainer2090"><![CDATA[1. Fleet electrification Electrification is an essential part of Arval’s decarbonisation plan for reducing the global emissions (greenhouse gases and pollutants) of its leased fleet. In practice, battery-powered electric vehicles do not emit CO2e or NOx during use, and pollutant emissions are mainly limited to braking and tyre wear. 2. SMART Repairs Arval uses SMART repairs (Small to Medium Area Repair Technology), which limits pollution generated by vehicle repairs. This approach uses modern tools and techniques to repair damage locally without replacing entire parts, reducing waste and the use of polluting materials. Arval supports processes such as Paintless Dent Removal (PDR) to minimise use of polluting chemicals, and the use of fast-drying lamps that cut down on paint booth usage and therefore reduce energy consumption. 3. Preventive Maintenance Arval’s proactive maintenance uses telematics data to anticipate and schedule maintenance, reducing emergency interventions and their environmental impact. Drivers receive notifications to book timely maintenance, extending vehicle lifespan and lowering repair impact. Already launched in seven countries, the goal is to expand this programme across Europe. Arval addresses the air pollution challenge via three main levers]]></container>
<container id="_idContainer2050" parent_id="_idContainer2090"><![CDATA[Arval’s international biodiversity programme, launched in 2021, plants a tree for each electrified vehicle leased. Arval has already funded more than 548,000 trees in 50 forests with ReforestAction, and aims for 700,000 trees by 2025, matching the company’s electrified vehicle target. All Arval countries contribute to this objective, through local projects and through a global initiative in Peru, enhancing local biodiversity, and involving Arval’s employees and customers.The target of 700,000 trees is equivalent to: • 105,000 of CO2e sequestrated1. • 2,100,000 shelters for animals created2. • 2,800,000 months of oxygen generated3. • 700,000 hours of work created4. (1) 1 tree = 150kg of CO2 sequestrated - Source: Book “Foret et Carbone : comprendre, agir, valoriser » (2) 1 tree = 3 shelters for animals created – Source : Study of IRSTEA published in Biological Conservation (3) 1 tree = 4 months of oxygen generated – Source: pulmonologist expert from APHP (Public Parisian Hospitals) (4) 1 tree = 1 hour of work created – Source: Fransylva Planting Trees with ReforestAction]]></container>
<container id="_idContainer2062" parent_id="_idContainer2090"><![CDATA[Arval tracks the number of SMART repair events, and their percentage in relation to total repairs. Country-specific targets have been set for 2026. Out of approximately 6,000 partner garages that do body repairs on vehicles leased by Arval, the SMART Repair rate increased from 13% in 2020 to 19% in 2024. Arval aims to reach 22% in 2026. SMART repairs contribute to a reduction in waste and energy consumption while at the same time prioritising the reusability of parts over replacement. Arval has implemented various initiatives as part of its maintenance and repair strategy to limit use of resources. These include SMART repair, glass repair, and exploring the use of replacement parts as part of a circular economy where feasible, while tracking their progress. With nearly 2 million tyres purchased to service client needs, responsible tyre management is an important focus for Arval. Various initiatives are in place at different stages of maturity. These include promoting the use of ‘all season’ tyres to optimise the number of tyres purchased in relevant countries, and exploring opportunities with tyre manufacturers for reshaping tyres, which can lead to resource and carbon emission savings. These commitments extend to Arval’s partnerships in managing charging points, including clauses on repair versus replacement and end-of-life recycling. Circular Maintenance & Repair]]></container>
<container id="_idContainer2075" parent_id="_idContainer2090"><![CDATA[Arval sells vehicles reaching the end of their lease contracts into the used car market, an activity that aligns with EU Taxonomy sale of second-hand goods and that accounts for more than a third of the company’s turnover. Most of these vehicles are relatively new, typically less than five years old, which means that Arval is injecting recent technology vehicles into the second-hand market. This contrasts with the broader European used-car market, where the average age exceeds ten years. Second hand cars More than 400,000 cars sold in second hand market in 2024 A thriving electric vehicle (EV) second-hand market is vital for their electric vehicle (EV) leasing. The maturity of this market impacts the resale price value of EVs at lease end which in its turn directly affects the residual value set at the contract’s outset and consequently, influencing the leasing rental rates. Since rental cost is a key factor for lessees, the second-hand market significantly shapes EV adoption. EVs are often seen as too expensive for second-hand buyers, and tax incentives in this market are limited in many countries where Arval operates. To address this, Arval supports the development of the second-hand EV market by reassuring buyers about battery performance. As the first leasing company to systematically offer battery health certificates when reselling EVs (through partnerships with specialists like Moba or Aviloo), Arval builds trust and removes a barrier to wider EV adoption.]]></container>
<container id="_idContainer2089" parent_id="_idContainer2090"><![CDATA[Arval Car Sharing is a digital solution that optimises fleet utilisation, reducing the required fleet and its associated costs This solution, which is mainly aimed at multinationals, large national companies and public sector companies, is deployed in most European countries where Arval operates1. Transitioning to a pool utilisation model from full operating ownership can effectively reduce the total fleet volume while still satisfying corporate mobility needs, thereby minimising upstream resources and pollution associated with vehicle production. Arval Car Sharing’s digital solution facilitates the automation of operational and administrative tasks, enhancing vehicle use and reducing idle time. Clients receive comprehensive reports that provide insights that help them make informed decisions on the size and composition of their fleet. (1) Countries where the solution is active (registered users): France, Italy, Spain, United Kingdom, Austria, Belgium, Germany, Netherlands, Switzerland, Czech Republic, Poland, Slovakia, Sweden and Turkey. Car sharing, a mobility option that contributes to a circular economy]]></container>
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<page method="xml-texts" num="17"><![CDATA[COMMITtED TO OUR ECOSYSTEM Arval business model consists of financing assets, such as vehicles and aggregating a wide set of services, offering a central position in the value chain of the mobility industry, by interacting with all the span of stakeholders from manufacturers, dealers, after-sales networks, innovative start-ups, to corporates and users of mobility solutions. This central role allows Arval to deeply understand the needs of corporates and users, and the opportunities to engage each of the stakeholders to play their part towards impact, on key areas such as the environment or the protection and satisfaction of consumers. Arval also relies on its employees to contribute to the social return through its philanthropy initiatives. + Customers & end-users + Customers & end-users + OPERATING PRIMARY & SECOND-HAND CAR MARKETs + OPERATING PRIMARY & SECOND-HAND CAR MARKETs + Innovation + Innovation + Philanthropy + Philanthropy -21.4% 179,077 7,800 Accident rate Arval Connect Consulting days % decrease of liable accident rate of the fleet vs Jan 2020 1 Number of vehicles with customer access to the Arval Connect service 2 Number of consulting days provided by Arval to its customers on sustainable mobility cumulated since 2020 3 2024 performance (1) 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 (2) Including Arval Connect subscriptions and third parties connected data vehicles (3) Any mission that contributes to decarbonising corporate customers’ mobility]]></page>
<page method="xml-texts" num="18"><![CDATA[Arval teams provide products and services to both companies and individuals, with a significant portion being employees of its corporate customers. As a key player in the mobility ecosystem, Arval encourages its suppliers and partners to actively participate in transforming mobility habits. While customers make the final decisions regarding their mobility solutions, Arval supports them with expert advice, leveraging its broad network of market players (manufacturers, after sales services suppliers, partners) to deliver services that meet their needs. Arval’s mobility offerings are founded on its commitment to ensuring the customer satisfaction and protection, whether they are companies, institutions, professionals, individuals, used car buyers or end-users such as drivers. I CUSTOMERS AND END-USERS Caring for Customers & End-Users Transparent, clear and non- misleading information Arval implements a dedicated BNP Paribas policy on the Protection of the Interests of Clients (PIC) and Personal Data. Building safety -21.4% decrease of liable accident rate of fleet vs Jan 2020 Customer and end-user satisfaction 88.4% driver satisfaction score at the end of 2024 Act in a systemic & preventive way for drivers’ safety Arval relies on a range of levers to develop solutions that enhance the safety of its end- users. Arval Connect covers around 180,000 vehicles and advises on safer driving and opportunities for electrification. + See how + See how + Read More + Read More + See videos + See videos + Read More + Read More + Read More + Read More 1 (1) 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]]>
<container id="_idContainer2178" parent_id="_idContainer2267"><![CDATA[Mobility inherently presents road risks to the end-users. The 2023 Arval Mobility Observatory study “Towards an end to crashes in 2023”, confirms that driving behaviour is the main cause of road accidents. Arval implements a number of initiatives to support and enhance good driving practices for the safety of end-users. • Technological levers Arval Connect: A telematics-based digital tool launched in 2022 covering around 180,000 vehicles with customer access to the Arval Connect service including Arval Connect subscriptions and third parties connected data vehicles at the end of 2024. It offers advice on safer driving and identifies opportunities for electrification and CO2e1 emissions reduction. Advanced driver assistance systems (ADAS): This technology, integrated into all new vehicles, includes automatic emergency braking and lane-change assistance. With an average fleet age of 25 months, Arval offers accelerated access to the latest innovations. • Training levers and other actions Training: To foster behavioural change, Arval offers its clients online road safety training. Coupled with technological levers, training can yield significant results. One Arval customer in France reduced the frequency of accidents by 60% over 10 years thanks to these training programmes. Certifications: Arval Spain and Italy obtained ISO 39001 certification, recognising their road safety management systems. (1) Carbon dioxide equivalent or CO2e means the number of metric tons of CO2 emissions with the same global warming potential as one metric ton of another greenhouse gas Act in a systemic & preventive way for drivers’ safety]]></container>
<container id="_idContainer2190" parent_id="_idContainer2267"><![CDATA[While striving to propose the best fit solutions, Arval is committed to the accuracy and simplicity of its products and services information, adopting a fully transparent approach. Arval deploys BNP Paribas’ robust GDPR framework to prevent and mitigate risks associated with the processing of its customers’ personal data. Protection of the Interests of Clients Arval applies BNP Paribas’ policy on the Protection of the Interests of Clients (PIC), to ensure: • Correct, honest, transparent and comprehensive information on products and services. • Clear communication on products or services characteristics, advantages, disadvantages and costs. • Supportive information throughout the product or service life cycle. • Prompt responses to customer queries. All Arval employees are provided with relevant training courses, including the mandatory “Conduct Journey” which includes a dedicated module on communicating responsibly. Personal Data Protection Arval applies BNP Paribas’ policy on personal data protection. This includes a process for identifying, qualifying and assessing the risks related to personal data processing activities impacting data subjects, including individual customers and end-users and employees. Arval governance, based on a network of Chief Data Officers (as the first line of defence) and Data Protection Officers (from the RISK function, as the second line of defence), ensures the application of the personal data protection framework. This network is supported by dedicated experts in Arval’s Legal department, who oversee the proper application of the data protection framework and its effectiveness. Mandatory training on personal data protection is in place for all employees. A data protection notice detailing the privacy policy applicable to Arval customers’ data is published on the Group website. It is available in 17 languages and includes contacts and details to enable dialogue on the topic. Transparent, clear and non-misleading information]]></container>
<container id="_idContainer2207" parent_id="_idContainer2267"><![CDATA[Arval deploys prevention and awareness-raising initiatives, through various channels to promote safe mobility. In 2024, its mini-series on good driving habits was published on social networks delivering a strong message aimed especially at the most impatient drivers. + View the videos + View the videos Building safety through awareness: mini-series on good driving habits]]></container>
<container id="_idContainer2229" parent_id="_idContainer2267"><![CDATA[179,077 Number of vehicles with customer access to the Arval Connect service including Arval Connect subscriptions and third parties connected data vehicles in claims rate for each 10 point improvement of driving scoreArval Connect study on 180k vehicles based on accident claims involving 3rd parties vs driving score Average -17% in fuel consumption for each 10 points of improvement of Eco driving score2 Arval Connect study on 18,600 vehicles based on real fuel consumption vs eco score for an average mileage / month of 2,600 km Reducing TOC average-2% (2) 0-100 score based on data collected around acceleration manner, idling time and speed + Know more + Know more Arval Connect]]></container>
<container id="_idContainer2255" parent_id="_idContainer2267"><![CDATA[This digital tool collects data via boxes installed by Arval or connects to the car systems data via partnership with Manufacturers. By the end of 2024, Arval’s fleet numbered around 180,000 vehicles with customer access to the Arval Connect service1. This connection enables real-time monitoring of driving data1 (usage, energy consumption, CO2e emissions, braking, acceleration, idling). Fleet managers can access subscribed vehicles data to enhance driver safety, improve operational performance, and develop CSR policies, particularly in accident risk, and reduction of energy consumption. Drivers receive personalised tips for safer and more responsible driving. Their personal data is fully protected. Arval Connect + Infography and key figures + Infography and key figures (1) Including Arval Connect subscriptions and third parties connected data vehicles (2) Full list of collected data is included in the data protection notice available at https://www.arval.com/privacy Arval targets a fast growth of vehicles with customer access to Arval Connect service2, reaching 600,000 by the end of 2026. Arval Connect has been certified ISO 27001 - the international reference standard for information security management - since 2018. This certification demonstrates Arval’s sound management of risks related to the security of data it owns or handles.]]></container>
<container id="_idContainer2266" parent_id="_idContainer2267"><![CDATA[The quality of the operational services execution is key to addressing customers’ expectations. Arval closely monitors customer satisfaction through surveys, rigorous claim management and continuous improvement of the processes. Arval reinforces its commitment to service culture through a dedicated programme: • Service culture programme: This training aims to strengthen employee commitment in providing the best possible experience to the customers, colleagues, partners and suppliers. These interactive sessions put three key mindsets into practice: Listening, Engaged and Collaborative. By 2024, more than 2,000 employees had been trained. • Complaints management: Arval makes it easy to communicate complaints via various channels (website, applications, dedicated number) facilitating their collection and ensuring their analysis and resolution. The root cause analysis feeds quality improvement programmes in a twofold approach: Inner-loop: Analyses complaints and proposes rapid solutions. Outer-loop: Identifies and addresses structural problems to prevent reoccurrence. Satisfaction surveys: Arval uses Net Promoter Score (NPS) and post-event surveys (delivery, maintenance, accident, return) to gather feedback and make improvements. The driver satisfaction score stood at 88.4% at the end of 2024. Customer and end-user satisfaction]]></container>
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<page method="xml-texts" num="19"><![CDATA[I OPERATING PRIMARY & SECOND-HAND CAR MARKETs Towards lower emissive primary & secondary car markets Arval’s business model encompasses both new and used car markets. The adoption of electrification in both is crucial to reach fleet decarbonation goals set by both Arval and its customers. Each market exhibits different needs, risks and readiness in terms of sustainable mobility. Respecting these needs, Arval supports the primary market by developing content and offers, while advising its customers in this fast-changing technological and regulatory environment. Additionally, Arval supports the growing maturity of the second-hand market by raising awareness and reassurance to buyers thanks to battery health certificates when reselling electric vehicles. Pricing and advice remain crucial levers for facilitating transition to lower emissive mobility for individuals and corporates. Raising awareness of sustainable mobility By providing advice and organising initiatives to promote Battery Electric Vehicles. Sustainable mobility challenges & Arval levers for the primary & secondary car markets To accelerate the transition to low-carbon fleets, Arval analyses market dynamics and offers its customers a range of solutions. Reassuring buyers by providing batteries certificates. Representing between 20% and 30% of the cost of an Battery Electric Vehicle (BEV) at purchase, the battery is also a source of concern for used vehicle buyers. The battery health survey 1 of the 8,300 electric vehicles tested, the average state of health of the batteries after 70,000 km was 93% 2 . BEV Drivers’ Guide Helping drivers with charging, extending the battery range, preserving the battery life and reducing energy costs. + Read More + Read More + Read More + Read More + Read More + Read More + Read More + Read More (1) This analysis was conducted by Arval through the study of 8,300 battery health certificates issued by Moba and Aviloo for used electric vehicles from 30 different brands sold by Arval from March 2023 to November 2024 in 8 countries (2) 100% being the theoretical state on entry into service]]>
<container id="_idContainer2434" parent_id="_idContainer2642"><![CDATA[• Primary car market: The challenge: High BEV prices, and the lack of tax benefits and subsides in many European countries, combined with the global geopolitical context, have created a wait-and-see attitude, delaying customers’ transition to electric vehicles. The levers: • Arval buys around 400,000 cars per year worldwide. This enables its sourcing to negotiate competitive prices with a.	car manufacturers and authorised dealers. • Arval’s consulting teams support customers as they select mobility solutions best suited to their needs, applying a Total Cost of Ownership (TCO) approach that absorbs the transition cost to a less emissive car by reducing maintenance and energy costs throughout contract life. • Moreover, Arval offers a rich catalogue of cars, creating awareness of the impact of cars weight to exhaust emissions, while advising on lighter and less polluting cars. • Finally, through its release offers, Arval enables affordable access to well-maintained vehicles while extending the fleet retention. Arval aims to rationalise procurement of new cars, and thus upstream resources consumption and emissions. • Secondary car market:To accelerate in Battery Electric Vehicle (BEV) leasing, it is essential to support the development of the second-hand market. The maturity of this market directly influences the resale value of leased vehicles at end of contract, which is a fundamental element in the calculation of the leasing rental. This rental is a key decision-making criterion for the customers when choosing vehicles. The challenge: The low maturity of the second-hand BEV market in many countries stems from a lack of confidence in charging infrastructure, and uncertainty about battery reliability. In addition, the lack of fiscal incentives impact demand and hamper value retention over time. The levers: • Arval contributes to the development of the BEV market by reassuring buyers on battery performance after several years use, removing one of the obstacles to adoption. Arval is the first rental company to systematically offer a battery health certificate for second-hand electric vehicles. • Arval creates awareness of BEV technology through initiatives such as electric car days dedicated to used car dealers. These events demystify topics around usage, maintenance, safety and battery health. Moreover, Arval has issued an electric car guide for drivers addressing usage FAQs and practical delivery advice. Sustainable mobility challenges & Arval levers for primary & secondary car markets]]></container>
<container id="_idContainer2446" parent_id="_idContainer2642"><![CDATA[The choice of mobility solution is entirely in the hands of the customers and consumers. However, through Arval consulting function and a variety of initiatives, Arval is actively raising awareness on BEVs and alternative mobility, with the aim of embarking customers and consumers in a common decarbonisation objective for the benefit of the planet and communities. These initiatives include: • The Mobility Days 2024, an event jointly organised with other Group entities (Personal Finance, BPLS, Cardif, CIB). The event reinforced collective strength and expertise among Arval’s partners in the evolving mobility ecosystem. • Learning documents & advice on electric vehicles including charging tips, autonomy, cost and life span of batteries.The Arval Mobility Observatory’s (AMO) white paper “10 questions on eLCVs”, which gives fleet-managing stakeholders insights and strategies needed to navigate the shift towards electric light commercial vehicles (eLCVs) successfully. Raising awareness of sustainable mobility]]></container>
<container id="_idContainer2629" parent_id="_idContainer2642"><![CDATA[Reassuring buyers by providing batteries certificates Key data on battery health the average state of health* of the batteries after 70,000 km 93% of the batteries tested remained in a state of health* above 80% 98% *The theoretical state of health of a battery when entering into service Arval is the first leasing company to offer battery health certificates for used BEVs. This unique initiative aims to reassure customers about battery performance after several years of use, while encouraging the purchase of used BEVs by removing one of the main barriers to their adoption. The battery health certificates are issued by Moba and Aviloo, two companies specialised in battery evaluation that are among the only three companies approved by the Car Remarketing Association Europe (CARA). The survey1: The results of the survey showed that electric vehicle batteries maintain their performance over time: • Average battery health was 93% - 100% being the theoretical health status of the battery when the vehicle is first put on the road. • The vast majority (98%) of the measured health statuses were above 80%. • After doing 70,000 km, the average state of health of an electric vehicle battery was 93%. • Beyond 200,000 km, the health status remained close to 90% on average. • By advocating transparency in battery health data, Arval encourages its sector to generalise the use of battery health certificates. This initiative illustrates Arval’s desire to promote an intelligent and informed adoption of used EVs, while strengthening buyer confidence.]]></container>
<container id="_idContainer2641" parent_id="_idContainer2642"><![CDATA[In Q3, 2024, Arval launched an electric vehicle driver’s guide including explanations and recommendations on charging, extending battery range, preserving battery life, and reducing energy costs. This 17-page illustrative guide was produced following feedback from Arval customers who wanted to improve their experience with electric vehicles. It is now available on the local public webpages. BEV Drivers’ Guide]]></container>
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<page method="xml-texts" num="20"><![CDATA[I INNOVATION Investing and innovating for sustainable mobility Strategic investments: Arval invests in cutting- edge initiatives to support the energy transition, and to foster innovation in mobility. Arval Mobility Observatory: AMO is a platform for research and exchange of reference information in the field of fleets and mobility. Arval Energy: Arval Energy bridges energy and mobility targeting to develop synergies between the two markets. Fleet Resilience in a turbulent environment. « Su stainable mobility solutions are becoming a key aspect for corporates » Arval is a partner of EVVE, an EDF initiative for deploying V2G charging stations in Europe. + Read More + Read More + Read More + Read More + Read Oana Duma’s testimonial, Head of Arval Mobility Observatory + Read Oana Duma’s testimonial, Head of Arval Mobility Observatory + Read More + Read More + Read More + Read More Arval’s long-term vision is guided by a profound understanding of market trends and technological developments. Arval invests in targeted mobility initiatives that aim to deliver innovative, sustainable mobility solutions for its customers. In a world that is changing fast, and in an industry that is constantly transforming, Arval’s ongoing monitoring and testing initiatives ensure it remain agile and future-ready, supporting its Arval 26 & Beyond strategy for 2026.]]>
<container id="_idContainer2692" parent_id="_idContainer2746"><![CDATA[Barometer 2024: key figures: • Driven by CSR considerations, fleet electrification is in full momentum – 70% of companies have already implemented alternative car fuel technologies or are considering doing so in the coming 3 years. • The number of Battery Electric Vehicles (BEV) is expected to continue to grow, with remaining challenges on charging, cost and range of models – 70% mention the lack of charging points as continuing barriers, followed by cost at 35%. • Corporate mobility solutions are increasingly being adopted as a complement to company cars, sustained by growing HR related needs – 75% have implemented at least one alternative mobility solution (79% in Europe). • The connected cars paradox: a high number of cars are connected globally, yet there is limited use of telematics data – 61% of companies with equipped cars use or consider using telematics data in the coming 3 years – but only 16% companies are using it today. The Arval Mobility Observatory (AMO) is a widely recognised and trusted source of insights and foresight of corporate mobility intelligence. Within Arval and across the mobility world, the AMO creates high value by offering a transparent and comprehensive view of mobility trends. Its role is key in helping businesses, and any fleet and mobility stakeholder, make informed decisions that drive innovation and sustainability in the mobility sector. Its valuable educational resources support any individual having an interest in new and upcoming fleet and mobility subjects. The Observatory achieves this by conducting extensive research, providing valuable data, and producing comprehensive reports, articles, whitepapers, including the unique annual study, the “Fleet and Mobility Barometer”. For the 2024 edition, more than 8.600 corporates fleet and mobility decision makers from 30 countries were interviewed to gather feedback. Arval Mobility Observatory]]></container>
<container id="_idContainer2704" parent_id="_idContainer2746"><![CDATA[Arval invests in cutting-edge initiatives to support the energy transition and foster innovation in mobility. These include: • Maniv: A venture capital fund dedicated to transport and mobility technologies, enabling Arval to anticipate developments in the sector. • Shift4Good: An independent venture capital fund dedicated to decarbonising the transport industry. Arval invests alongside BNP Paribas Personal Finance. • Arval Energy A strategic initiative launched in 2024 to develop synergies between the energy and mobility sectors. It aims to promote smart charging solutions for BEVs, harness the potential of energy storage and foster energy self-sufficiency by incorporating renewable energy. Strategic investments]]></container>
<container id="_idContainer2718" parent_id="_idContainer2746"><![CDATA[(1) https://www.fastnedcharging.com/hq/fr/fastned-et-arval-lancent-une-nouvelle-offre-de-recharge Smart charging With V1G technology, vehicles charge when electricity is at its cheapest and comes from renewable sources, such as solar and wind. In addition, V1G helps balance of the electricity grid and creates value on the electricity distribution chain. Battery as energy reserve source Vehicle-to-Grid (V2G) technology, allows an electric vehicle’s battery to store sun or wind-powered energy and share it back to the power grid. Combined with solar panels and Vehicle-to-Home (V2H) technology, it allows users to “produce” their own electricity, store it in the vehicle and use it for household purposes. Arval invests in cutting-edge initiatives to support the energy transition and foster innovation in mobility. Charging everywhere • Arval Charging Services: A bundled offer including a leased vehicle with its charging station at home or in the office, launched in January 2024. • Partnerships with: • Charging Point Operators & Mobility Service Providers, giving access to 600,000 charging points in 22 European countries. • Last Mile Solutions, helping Arval fleet customers get direct access to more than 600,000 charging points across Europe via a single platform. • FastNed1 simplifying the access to their 1,700 high quality charging points for Arval customers and drivers. These charging points are exclusively powered by renewable energy sources in 7 European countries. Arval Energy]]></container>
<container id="_idContainer2732" parent_id="_idContainer2746"><![CDATA[«The 2024 Fleet and Mobility Barometer highlights the resilience of fleets across all 30 countries surveyed, regardless of company size, in a challenging environment. At the same time, HR and CSR considerations are becoming increasingly important, expanding fleet and mobility options to more employees. Talent retention and sustainable mobility are now key priorities for businesses. In this context, trends such as electrification, the use of data from connected vehicles, and the adaptation of mobility policies will shape the future of corporate mobility.» Oana DumaHead of Arval Mobility Observatory Sustainability in key trends of future mobility]]></container>
<container id="_idContainer2745" parent_id="_idContainer2746"><![CDATA[Arval actively participates with organisations and initiatives that are committed to the sustainable transformation of the mobility sector. Think tanks and platforms • Movin’On Connect: A digital platform that facilitates management of business and personal travel, with flexible and sustainable solutions. • The Hive: A coworking and innovation space dedicated to start-ups developing connected and sustainable mobility solutions.Partnerships with professional organisations and associations: • LeaseEurope (European trade association). • smartEn (Smart Energy Europe): an association promoting the integration of sustainable energy solutions in Europe. • EVVE (Environmental Valorisation of Virtual Energy): An EDF initiative supported by the European Union Innovation Fund, that targets to deploy 800 V2G charging stations in Europe. Commitments and collaboration for sustainable transformation]]></container>
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<page method="xml-texts" num="21"><![CDATA[I PHILANThROPY Arval defends causes that correspond to its vision Energy transition and biodiversity Arval Czech Republic: 23 employees dedicated 176 hours to plant 3,000 seedlings in a new mixed forest in Prague. Social inclusion Arval Netherlands employees helped vulnerable children discover new sports talents during “De Spelen” at Amsterdam’s Olympic Stadium - one of many impactful social inclusion initiatives led by Arval teams worldwide in 2024. Local communities Arval Italia donated 1 euro per completed NPS survey to Fondazione Telethon to support research into rare diseases and joined marathons to raise funds and awareness. Social entrepreneurship Arval France supports digital inclusion entrepreneurship with over 100 kg of devices collected for professional reintegration. Learn more about how Arval teams worldwide support social entrepreneurship and youth career development. + Discover all of them + Discover all of them + Read More + Read More + Discover more local initiatives for better local well-being from Arval teams worldwide. + Discover more local initiatives for better local well-being from Arval teams worldwide. + Discover highlight initiatives led by Arval employees around the world + Discover highlight initiatives led by Arval employees around the world Embracing community expectations and wellbeing, we complement our operating being reason through our philanthropy initiatives. In 2024 Arval raised 660,994 euros in financial donations and reached 73,048 paid solidarity hours contributing the BNP Paribas Group volunteering programme “1 Million Hours 2 Help” (1M2H). Arval aligns its philanthropic efforts with its vision by supporting causes through financial donations, donated items, and volunteer hours. + Discover 1 Million Hours 2 Help + Discover 1 Million Hours 2 Help]]>
<container id="_idContainer2808" parent_id="_idContainer2871"><![CDATA[Czech Republic – A standout initiative«There’s something truly special about working alongside colleagues who share your values - especially when you’re all giving back together» Aleš Polák, General Manager of Arval Czech Republic. In Prague’s eastern district, 23 employees joined forces to plant 3,000 trees, contributing to a new mixed woodland named Robot, spanning 5.8 hectares. Guided by the local forestry authority, the team dedicated 176 hours to the initiative, fulfilling a client-driven promise: to plant one tree for each satisfaction survey completed. “We’re proud to have delivered on that commitment” Aleš Polák adds. Snapshots from other countries • Colombia: 25 employees partnered with the Red de Arboles Foundation to plant native trees in a reforestation effort near Bogotá. • Netherlands: Teams participated in forest work, shell and bee counts, canal clean-ups, and coastal waste removal in partnership with BNP Paribas and NGOs. • Spain: 62 employees joined Fundación Randstad during Sustainability Week to maintain reforested areas and remove invasive species-alongside people with disabilities. • United Kingdom: More than 700 hours of volunteering in 2024 to relevant supported causes including biodiversity, animal sanctuaries, and reforestation. Global clean-up highlights • Italy: 160+ employees helped clean parks and public spaces in Milan, Rome, Florence, and La Spezia. • Czech Republic: 59 employees dedicated 236 hours to cleaning a forest near Březnice. • Netherlands & Ireland: Teams took part in coastal clean-up actions. • Spain: 29 volunteers participated in a waste collection at Pantano de San Juan with Fundación Ecomar and partners. • Slovakia: 35 employees from the Competence Center joined the “Naše Mesto” initiative to enhance public spaces in Bratislava. • All Geographies: Employees helped clean areas around Arval offices, showcasing everyday environmental engagement. In 2024, Arval employees once again mobilised across continents to support environmental causes - from forest restoration to biodiversity monitoring and clean-up campaigns - demonstrating a shared commitment to nature and sustainability. Energy transition and biodiversity Arval employees drive global environmental volunteering in 2024]]></container>
<container id="_idContainer2822" parent_id="_idContainer2871"><![CDATA[1 Million Hours 2 Help: The 1 Million Hours 2 Help programme is Arval’s Commitment for a more inclusive and ecological world. Launched in 2020, it aims at giving to all employees the possibility to participate in solidarity missions during their working hours. Arval is committed to causes that correspond to its vision through three types of donations: • Financial donations (corporate fundraising, financial donations, etc.). • Items (donation or free lending of vehicles, equipment, etc.). • Time (volunteering hours – 1 Million Hours 2 Help). Aligned with Arval’s Philanthropy Policy, Arval channels its efforts towards causes that resonate with its vision. It actively promotes initiatives that align with its four primary philanthropic themes: • Accelerating the energy transition and fostering the preservation of biodiversity. • Promoting social inclusion (including youth) and the fight against poverty. • Improving local communities close to Arval’s facilities. • Supporting social entrepreneurship initiatives. Arval employees have several forms of involvement in the 1MH2H programme including taking part in a solidarity mission proposed by their entities, organise a solidarity team building for their teams with a partner association, give advice and share expertise to organisations and to the associative ecosystem, supporting the NGOs they are already part of by dedicating time from their working hours for said activities. Arval’s philanthropic approach]]></container>
<container id="_idContainer2835" parent_id="_idContainer2871"><![CDATA[In 2024, Arval teams across the globe actively supported social inclusion through the 1 Million Hours 2 Help programme. From helping children access sports and culture to aiding people with disabilities and supporting those in vulnerable situations, employees showed their deep commitment to creating a more inclusive society. Netherlands: Empowering vulnerable youth through sports In Amsterdam, Arval partnered with Jeugdfonds Sport & Cultuur to give vulnerable children the chance to explore their talents through sport. During De Spelen, a unique programme held in the Olympic Stadium, children from grades 3 to 8 experienced a variety of sports, encouraging self-confidence and social integration. Arval employees played an active role in making this inspiring initiative a success. Social inclusion initiatives across other arval countries: • France > 64 employees took on the JACCEDE Challenge, referencing 474 new establishments (shops, cafés, pharmacies, etc.) to help improve accessibility for people with reduced mobility. > Arval also offered cost-price leasing to the Institut Gustave Roussy for night-shift carers, easing their commute. The first vehicles were delivered to RMI nurses in 2024, with 50% of the lease funded by the institute. • Germany > Arval employees marched alongside 200 BNP Paribas colleagues in Cologne and Munich during CSD2024, advocating against discrimination related to sexual orientation and gender identity. > They also supported the Pfennigparade Foundation by joining a day trip with residents, promoting inclusion and autonomy for people with disabilities. • Poland > Arval took part in Szlachetna Paczka (The Noble Gift), a renowned national solidarity initiative. In partnership with BNP Paribas, employees prepared personalised aid packages for families in need, aiming to restore dignity and hope beyond material support. • Slovakia – Arval competence center > For Valentine’s Day, employees supported the DePaul nonprofit organization, which assists homeless people, by baking and donating homemade treats, adding a personal and heartfelt touch to their act of kindness. Social inclusion Arval employees in action worldwide]]></container>
<container id="_idContainer2857" parent_id="_idContainer2871"><![CDATA[Throughout 2024, Arval employees worldwide dedicated time and resources to improve local amenities and support vulnerable populations. From health research and food aid to education and inclusion, their commitment fostered well-being and solidarity in communities everywhere. Italy: Supporting rare disease research through sport and awareness Arval Italia, together with BNP Paribas Italy, contributed to the Fondazione Telethon’s research on rare diseases by donating 1 euro for every completed Arval Net Promoter Score survey, raising awareness among clients and partners. More than 150 employees took part in marathon relays in Milan, Rome, and Florence, combining sport and solidarity to support the cause. Local impact highlights from other countries • Austria: 7 employees dedicated 40 hours assisting Hilfswerk Austria with meal deliveries for people unable to cook for themselves. • Chile: Provided eight vehicles to support the Telethon campaign’s volunteer and equipment transport. • Czech Republic: Supported Foundation LA VIDA LOCA’s “Life in a Suitcase” in the project for newborns leaving maternity hospitals without their biological mothers; employees prepared suitcases and facilitated logistics. • France: Collaborated with BNP Paribas to provide 23 vehicles for logistics at the Enfoires 2024 musical event, which raises funds for Restaurants du Cœur food distribution. • Germany: Employees volunteered for Reading Aloud Day, promoting education and creativity nationwide. • Ireland (Greenval): Fundraised for Women’s Aid, supporting victims of domestic violence and abuse. • Italy: Participated in “In Farmacia per i bambini”, a campaign raising awareness of children’s rights and collecting medicines for children living in poverty in Italy and Haiti. • Switzerland: Donated over 455 hours supporting insieme Cerebral Zug, creating activities for people with disabilities, and over 470 hours maintaining playgrounds with Zukunft Kinder Cham. • United Kingdom: The Process Improvement team partnered pro-bono with Prospect Hospice to help improve hospice operations through Lean and Continuous Improvement methods. Local communities Together for better local well-being]]></container>
<container id="_idContainer2870" parent_id="_idContainer2871"><![CDATA[Opening doors to professional integration and youth empowerment Social entrepreneurship initiatives to support professional integration and prepare young people for their careers were actively carried out by Arval volunteers in 2024. France: Supporting digital inclusion through equipment recycling Arval France employees collected over 100 kg of digital devices—phones, tablets, computers, printers—to support the association GENERATIONS SOLIDAIRES. These devices are repaired and reconditioned by people in professional insertion programmes, then sold at low prices to low-income populations. Other social entrepreneurship initiatives • France: A joint sewing workshop with GENERATIONS SOLIDAIRES produced textile bags resold at the Arval Christmas market, supporting social integration schemes in sewing and digital skills. • France: As part of the ACCOMPANYING YOUNG PEOPLE IN PRIORITY EDUCATION ZONES programme, Arval employees hosted 50 high school students at four sites for a two-week immersion to introduce them to the world of business. • Czech Republic: Arval hosted internships for two university students from Prague University of Economics and Business, involving them in real-world projects across Sales, Retail, Finance, and Operations. • Czech Republic: Arval supports healthcare professionals by offering discounted vehicle leases to doctors at the Institute for the Care of Mother and Child in Prague, aiding their work in patient care and medical education. Social entrepreneurship]]></container>
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<page method="xml-texts" num="22"><![CDATA[COMMItTED TO OUR EMPLOYEES Employees are at the heart of Arval and BNP Paribas strategy. Diversity, equality and inclusion are core values that Arval promotes and safeguards throughout each employee journey. Arval is committed to ensure an ethical and respectful environment, invests in the professional growth of its employees and creates a strong and supportive framework of its well-being and social protection. All these topics, were assessed material in Arval’s CSRD sustainability statements in line with BNP Paribas relevant materiality outcome. This section elaborates on Arval policies, initiatives and targets with respect to the above. + Ethics & inclusion + Ethics & inclusion + Human capital + Human capital + Employee experience + Employee experience 32% 22 hrs 96% Overall Training Gender diversity Internal fleet Average yearly hours of training per employee (1) 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 (2) Arval fleet leased for the benefit of its employees and at the expense of Arval, worldwide excluding Latin America, Morocco & Turkey % of women in Senior Manager Positions 1 SMP population worldwide % of Battery Electric Vehicles at order in Arval’s internal fleet 2 2024 performance]]></page>
<page method="xml-texts" num="23"><![CDATA[Arval is aligned with BNP Paribas in its commitment to creating and sustaining an inclusive, safe and inspirational work environment for all its employees worldwide through a robust social framework. Social Agreement Agreement on the fundamental rights and global social floor of the BNP Paribas Group ( Global Agreement ) Updated in November 2024, this new agreement renews and strengthens the initial one signed in 2018 with UNI Global UNION. It reinforces the social commitments for all BNP Paribas Group’s employees, including those at Arval, ensuring better alignment with evolving contexts and emerging challenges. DE&I charter Arval diversity, equity & inclusion commitments charter This charter, signed by members of the Arval Executive Committee members in 2023, aims to drive positive change and ensure that Arval’s actions align with its commitments to gender equity, inclusion of people with disabilities, promotion of multiculturalism, equal treatment regardless of gender diversity or sexual orientation, and the encouragement of intergenerational relations. I ETHICS & INCLUSION Anchoring a culture of ethics & inclusion in our actions + See more + See more + See more + See more 99% have completed the «Recruiting without discriminating» module, which tackles unconscious biases and stereotypes in recruitment by the end of 2024. of Arval’s top managers Since 2021, 51% of the women who participated in Arval’s Women in Action programme have experienced internal mobility or a promotion. 8 employee networks to drive inclusion through connection Arval promotes a culture of diversity, equality and inclusion throughout the employee journey: Ensuring an ethical and respectful workplace Arval’s approach to ensure a safe, respectful, and supportive work environment for all employees. + Read more + Read more + Read more + Read more • “Beginning your Journey” - Ensuring fair recruitment. • “Moving on with your career” - Giving everyone the keys to professional fulfillment and achieving their goals. • “Being fairly recognized” - Maintaining fair and equitable compensation conditions. • “Growing with us” – Empowering every employee to reach their full potential by providing equal development opportunities for all. (1) The areas covered by the «Respect for Persons» focus on acts contrary to the principle of non-discrimination, acts constituting moral or sexual harassment, sexist acts, sexual touching, rape, assault, and non-compliance with safety rules. (2) The adequate wage is calculated on a basis covering approximately 96% of the Group’s employees. The remuneration considered concerns the fixed remuneration (3) Information Technology]]>
<container id="_idContainer3147" parent_id="_idContainer3184"><![CDATA[Promoting a diverse, inclusive and non-discriminatory culture throughout the employee journey «Beginning your Journey» «Moving on with your career» «Being fairly recognised» «Growing with us» “Beginning your Journey” Ensuring fair recruitment Through its social framework, Arval, in alignment with BNP Paribas, is committed to ensuring a fair recruitment process by providing equal opportunities for all candidates. This commitment includes applying non-discriminatory criteria during job offers, using identical criteria during the selection process, and equal pay at the point of hiring. • Special attention is given to improving gender balance, particularly in traditionally male-dominated fields such as IT3, through initiatives as “Women in IT”. This BNP Paribas programme, which applies to Arval, is designed to attract women candidates to IT roles and support their integration and career development within the Group. • In parallel, Arval supports age diversity by investing in early career development offering suitable job opportunities and targeted programmes for young people. In 2024, more than 800 employees under the age of 30, in all contract types, were recruited worldwide at Arval. “Moving on with your career” Giving everyone the keys to professional fulfilment and achieving their goals • Arval is committed to ensuring that every employee, everywhere, receives equal treatment and is provided with the tools and opportunities needed to foster an inclusive and empowering workplace. • At Arval, employees actively contribute to building a diverse, equal and inclusive culture by participating in initiatives such as the Inclusion Days. The third edition took place in June 2024, with opportunities for open dialogue and collaborative workshops. This successful initiative is also supported by Arval’s Diversity, Equity & Inclusion community, made up of representatives from Arval entities worldwide. Acting to include people with disabilities: • At the end of 2024, 90% of Arval’s entities with more than 100 employees have taken a commitment as regards to disability which are aligned with the International Labour Organisation (ILO) Standards. • The Tilia programme, deployed in Arval France, supports employees who are caregivers through a mobile application providing various services and personal assistants. In 2024, the programme achieved a 92% satisfaction rate, highlighting time savings, reduced stress, and a feeling of being less alone. “Being fairly recognised” Maintaining fair and equitable compensation conditions Arval’s remuneration policy is based on principles of equity and transparency, with a single annual review process for all employees. In line with the new commitment made in the November 2024 Global Agreement, 100% of BNP Paribas Group’s employees, including at Arval, receive an adequate wage2. The Group defines this as a salary level sufficient to cover the basic needs of an employee and their family, particularly in terms of housing, food, health, education, transport, means of communication, and precautionary savings. The adequate wage is determined using data from a recognised organisation in this field: the Fair Wage Network. Arval is committed to maintaining a remuneration and promotion system that values every employee equally. With an emphasis on gender equity, Arval is actively working to eliminate bias and to build a more inclusive and balanced leadership, with the objective of having 35% of women in Senior Management Positions by 2026. “Growing with us” Empowering every employee to reach their full potential by providing equal development opportunities for all Arval is committed to ensuring equal access to training and growth opportunities for all its employees. All staff have the same access to high-quality training through e-learning platforms and mandatory modules. In addition, Arval supports career development for every employee, regardless of their role or background, through targeted programmes—such as leadership initiatives for women and development tracks for high-potential talents - ensuring that everyone has the tools to grow and succeed.]]></container>
<container id="_idContainer3159" parent_id="_idContainer3184"><![CDATA[Ensuring an ethical and respectful workplace • Protection & Remediation Measures Arval has established an ethics whistleblowing system, governed by a BNP Paribas Group’s procedure, providing a secure and confidential platform for employees and external third parties. This system allows individuals to report any unethical behaviour including cases of discrimination and moral or sexual harassment. In each country, selected employees from local Human Resources and Compliance, known as “Conduct Referents”, are responsible for managing all stages of the process when an alert is received in their entity or region. They coordinate the appropriate parties, ensure confidentiality and impartiality, and highlight key vigilance points. At the end of 2024, 39 complaints were filed in Arval concerning social issues related to «Respect for People1» and processed by Arval’s Human Resources Conduct referents. • Listening & Support measuresEvery two years, BNP Paribas Group performs a “Conduct & Inclusion” survey among all employees, including Arval, to gather valuable feedback. This helps Arval’s management assess and improve trust in the whistleblowing system. In 2023, 92% of respondents reported having «a good knowledge» of the channels available to raise alerts. • Prevention measures All Arval employees are made aware of the Code of Conduct and the whistleblowing system as part of the mandatory Conduct Journey training.]]></container>
<container id="_idContainer3172" parent_id="_idContainer3184"><![CDATA[Since 2021, 51% of the women who participated in Arval’s Women in Action programme have experienced internal mobility or a promotion. The Women in Action programme was launched in December 2020 to address gender imbalances, particularly in leadership and technical roles, and to support the growth of high-potential women across the organisation. The initiative is structured around three core objectives: 1. Empowering women through leadership development and personalised support, 2. Raising the visibility of female talent to ensure equal access to career opportunities, 3. Building a community that encourages peer learning, mentorship, and shared experiences. To achieve these goals, Women in Action offers a combination of leadership training, one-on-one mentoring and coaching, strategic project work, and direct engagement with senior leaders. Participants are encouraged to develop new skills, build confidence, and expand their internal networks, increasing their readiness for broader responsibilities within the company. Since its launch, 69 employees have participated in the Women in Action programme which has led to tangible progress. Many women have taken on new roles or expanded their responsibilities, while the organisation benefits from a more inclusive and supportive environment.]]></container>
<container id="_idContainer3183" parent_id="_idContainer3184"><![CDATA[8 employee networks to drive inclusion through connection BNP Paribas and Arval’s internal employee networks actively promote diversity, inclusion and social well-being by offering spaces for transversal and informal exchanges. These networks act as information relays and sources of innovation. • Ability facilitates cooperation, emulation and solidarity around the topic of disability in the workplace and private life. • Afrinity celebrates common affinities with the African continent. • All abroad facilitates the inclusion and daily life of international employees in the Parisian area. • Cultur’all aims to raise employee awareness about discrimination and barriers affecting employees of ethnocultural diversity. • Latamigos aims to promote ethnocultural diversity and contribute to the professional development of its members, open to all employees interested in Latin American countries. • Mixcity strives to promote gender equality in the workplace. • Pride supports the BNP Paribas LGBT+ community and its allies in the workplace. • We generations contribues to increase exchanges between young people and seniors.]]></container>
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<page method="xml-texts" num="24"><![CDATA[I HUMAN CAPITAL Anticipating and constantly adapting our resources Arval places its employees at the heart of its success, firmly believing that continuous upskilling is essential for strong business performance. By investing in professional growth and development, Arval empowers employees to evolve, thrive and contribute to the company’s ambition and goals. + See in detail + See in detail + See more + See more + Read more + Read more 22 hours of training per employee on average in 2024 Arval strenghtens a learning culture. Career Days More than 1,000 employees onboarded in the Career Days training event in 2024 reflecting strong engagement. “Move & Grow” The career development initiative for recent graduates and early career employees launched in 2024. Arval supports all its employees in their professional projects and career: • Employee -manager dialogue. • Mobility programmes to support talent. Supporting Arval’s transformation: Training in sustainability tailored to the needs of employees. + Read more + Read more + Read more + Read more (1) The Commercial, Personal Banking & Services (CPBS) division includes BNP Paribas’ commercial banking networks and its specialised businesses, particularly in lending, financing and mobility. ( Commercial, Personal Banking & Services pole | BNP Paribas Group )]]>
<container id="_idContainer3239" parent_id="_idContainer3297"><![CDATA[Supporting the employees in their professional projects, and promoting their career development Arval promotes social dialogue, empowering employees by giving them a voice and an active role in shaping their work environment. • At the end of 2024, 97% of Arval’s employees received formal feedback from their managers on their performance. This performance review is conducted digitally and begins at the start of the year with the setting of individual, collective, and cross-functional goals. These objectives are designed to be clear, realistic, time-bound, measurable, and suited to the role and type of activity. • Together with their managers, employees co-create a Personal Development Plan to acquire or strengthen specific skills that support their professional growth. Arval’s employees are its greatest asset, which is why dedicated programmes have been created to support both current and future leaders, as well as high-potential talents: • Arval, in alignment with BNP Paribas, offers tailored leadership development programmes for its Leaders for Change - current executive committee members - and for its Leaders for Tomorrow - talents identified as having the potential to drive future transformation. • In addition, Arval has developed its own talent programmes, specific to its sector and business needs, such as The Talent Care Programme. Over nine months, teams made up of talents from different functions, countries and age groups, work on projects that address tangible business challenges. Participants benefit from mentoring, coaching and methodological support sessions. «Arval Talent Care Programme is a strong lever for our company to prepare and retain future leaders to meet Arval’s new challenges and drive Arval’s transformation and growth. Every year since 2018, 40 talents from all Arval engage in a unique and comprehensive development journey including an international team work on a strategic topic for Arval, and are accompanied to deliver concrete, innovative and positive impact solutions. This programme represents a unique opportunity for them to grow their network, knowledge and contribute to Arval business.» Julie Le Guillou, Talent Manager of Arval Group]]></container>
<container id="_idContainer3253" parent_id="_idContainer3297"><![CDATA[Helping employees embed sustainability in their professional practices « The ESG upskilling programme for consulting teams helped me become a more effective messenger, translating complex sustainability concepts and directives into actionable insights. They’ve deepened my understanding of sustainability as a driver of long-term value and resilience, and trust as an essential foundation for shaping the future of Arval and our customers.» Omar SANCHEZ, Consulting Director of Arval Spain Arval offers tailored sustainability training programmes adapted to employees’ roles and levels of expertise. By strengthening capabilities across all functions, Arval strives that sustainability becomes a fundamental part of decision-making and value creation throughout the company.• Top management: In partnership with the University of Cambridge, Arval provides specialised training for leaders and high-potential talents to equip them with the skills needed to integrate sustainability into core business and strategic decision-making. • All staff: 99% of Arval’s employees worldwide have completed the “Sustainability for Arval awareness” module, covering key sustainability concepts and Arval’s sustainability ambition and strategy. In 2024, Arval Chile trained 100% of its employees in Climate Fresk workshops, reflecting Arval’s global commitment to sustainability education. In addition, CPBS1 launched the “On the way to sustainable mobility” training to raise employee awareness of the automotive sector’s impact and promote group-wide solutions for supporting clients in their transition to sustainable mobility.• Specific functions: Targeted teams, such as Risk, Sales, and Consulting receive specialised training to help them consistently apply ESG policies and advise customers on sustainable mobility.]]></container>
<container id="_idContainer3266" parent_id="_idContainer3297"><![CDATA[22 hours (average) of training per employee in 2024. Arval strengthens a learning culture. Arval’s learning strategy, aligned with BNP Paribas, aims to upskill its employees to future-oriented capabilities required to remain competitive and innovative. With a strong focus on Technology and Sustainability, Arval provides targeted trainings programmes and monitors progress: • Technology: In 2024, 458 employees completed at least seven hours of training in technological fields (Data, AI, generative AI etc.). • Sustainability: In 2024, 2,037 employees took at least one course via the Sustainability Academy, an internal training platform dedicated to sustainability topics. Arval fosters a strong learning environment to continuously build employees capabilities, enabling them to better navigate a rapidly changing business landscape and respond to customer needs with added-value and responsible business practices. At the end of 2024, each employee had completed an average of 22 hours of training, in line with their Personal Development Plan and including mandatory training covering various topics such as cybersecurity or personal data protection.]]></container>
<container id="_idContainer3279" parent_id="_idContainer3297"><![CDATA[Career Days Through engaging sessions with internal experts on key topics such as artificial intelligence, digital working and sustainability, as well as targeted discussions, employees were able to explore new career paths, gain valuable insights, and actively shape their future within the organisation. More than 1,000 employees were onboarded in the Career Days training event in 2024 reflecting strong engagement. Arval supports internal mobility and empowers employees to take ownership of their professional development. In 2024, 1,670 employees changed positions within Arval or BNP Paribas. As part of this commitment, Arval participated in the second edition of the BNP Paribas Career Days in 2024. This internal upskilling event was designed to give employees a deeper understanding of BNP Paribas and Arval, identify training needs, and reflect on their career aspirations.]]></container>
<container id="_idContainer3296" parent_id="_idContainer3297"><![CDATA[“Move & Grow” This initiative reflects Arval’s long-term investment in people, combining business impact with personal growth to shape the leaders for tomorrow. « The Arval Talents Move & Grow programme significantly enhanced my ability to make decisions. I’ve also refined my approach to work: less overthinking and perfectionism, with greater focus on the essential elements of a task. Lastly, I have gained confidence in expressing my opinions proactively, benefiting both myself and my environment. When I was considering participating in this programme, I could never have imagined the profound personal and professional value it would bring.» Florian Seitz, Project Manager Organisational development in Arval Germany The Move & Grow Programme, launched in March 2024, is a new career development initiative tailored for recent graduates and early-career employees. It is designed to build diverse experience, develop skills and expand professional networks. Over 12 months, the 10 participants of this first edition rotated across two different departments and two distinct geographies, giving them a 360° view of Arval’s business. In addition, each participant benefits from individual mentoring, is accompanied by a “buddy”, and receives personalised training.]]></container>
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<page method="xml-texts" num="25"><![CDATA[I EMPLOYEE EXPERIENCE Reinforcing attention paid to employees At Arval, fostering a safe, inclusive, and healthy work environment is a core priority, both globally and locally. Through a strong social framework, comprehensive health and well-being programmes, and ongoing social dialogue, Arval is committed to supporting its employees at every level. These initiatives are not just intentions - they have delivered concrete, positive results, reflecting Arval’s dedication to building a workplace where people thrive. + See in detail + See in detail + See more + See more + Discover more + Discover more ”We care” programme A global initiative to harmonise health practices. NPE survey Arval achieved its highest-ever Net Promoter Employee (NPE) at 25.3 in 2024. Leading by example, Arval’s commitment to its employees’ mobility. An active social dialogue Empowering employees to shape their workplace through surveys and collective dialogue for a continuous improvement. Create a strong and supportive framework for well-being and social protection based on the Global Agreement, complementing local regulations with key initiatives: • Ensuring workplace health and safety while protecting employees from all forms of violence. • Promoting a healthy work life balance. + See how? + See how? + Read more + Read more (1) Based on data collected from local HR experts in charge of social protection issues, covering 95% of the Group’s total workforce. (2) In line with the 10 principles of the Global Compact and 17 United Nations Sustainable Development Goals, the United Nations Guiding Principles on Business and Human Rights (UNGPs), OECD guidelines, internationally accepted human rights standards as defined in the International Charter of Human Rights and the International Labour Organization’s («ILO») core labour conventions on fundamental labour principles and rights. (3) Including the United Kingdom]]>
<container id="_idContainer3347" parent_id="_idContainer3403"><![CDATA[A strong and supportive framework for well-being and social protection through the Agreement on the fundamental rights and global social floor of the BNP Paribas Group Arval’s social framework, which complements local regulations and aligns with BNP Paribas, provides a solid foundation for building a safe and respectful workplace. Ensuring workplace health and safety while protecting employees from all forms of violence 1. Towards a more balanced approach to parenting: While men are increasingly taking an active role in parenting, women continue to bear most family responsibilities, often at the expense of their personal and professional development. Achieving true gender equity requires a redefinition of how parenting duties are shared, encouraging all parents to engage equally in caregiving. To support this shift and promote a more balanced working life, Arval is committed to fostering an inclusive workplace by actively promoting a more balanced approach to parenting. By translating policies into measurable actions, such as enhanced parental leave, flexible work arrangements, and support programmes, Arval demonstrates genuine cares for all employees and supports them throughout their personal and professional journeys. • 100% of employees are entitled to paid maternity leave of a minimum of 14 weeks. • 85%1 of employees are entitled to paid paternity leave of at least six days. 2. Fighting domestic and family violence: Recognising the severe impact of domestic violence, Arval, aligned with BNP Paribas, provides psychological support services for all employees and promotes awareness through the 1in3Women network, the first European network of companies engaged against violence inflicted upon women.	The network has an awareness-increasing system available: an e-learning module (available in eight languages), a series of podcasts, posters, advocacy work. 3. Prioritising women’s health: Arval’s social framework includes comprehensive support such as extended health coverage, preventive assessments, and better accommodation for long-term absences. Conditions like endometriosis, breast cancer, and menopause are now given greater attention in workplace policies. Promoting a healthy work life balance Arval gives its employees the opportunity to work from home, based on mutual agreement between employees and their managers. Work from home is limited to 50% of working time, to maintain a sense of belonging and strong connections among colleagues. At the end of December 2024, around 93% of Arval’s employees in Europe were working from home on average two days a week.]]></container>
<container id="_idContainer3361" parent_id="_idContainer3403"><![CDATA[An active social dialogue « Arval France’s overall reassuring situation can be largely attributed to a positive perception of change and how it is being implemented. Satisfaction levels have increased across nearly all departments, particularly in the three areas assessed: confidence in the future, support during change, and the pace of change.» Philippe NOYER, Human Resources Director of Arval France At Arval, social dialogue is guaranteed for all its employees by the Agreement on the fundamental rights and global social floor of the BNP Paribas Group, which includes concrete and measurable commitments on human rights and fundamental rights at work, in particular the right to freedom of association and collective bargaining2. In addition, BNP Paribas has a European Works Council bringing together employee representatives from entities located in all the countries of the European Economic Area3, of which Arval is a member. Arval also values social dialogue by using employees surveys to better understand their perceptions and continuously improve their workplace experience by meeting their needs and prioritising well-being. Arval France launched a “Greenworking” survey designed to measure the stress levels of its employees, and to identify risk and protective factors. In 2024, the survey revealed a slight decrease in stress levels (down 6 points compared with 2023) and an increase in well-being (up 0.37 points compared with 2023) among employees at Arval France.]]></container>
<container id="_idContainer3373" parent_id="_idContainer3403"><![CDATA[« We care » programme A global initiative to harmonise health practices The BNP Paribas’ “We Care” programme launched in 2022 and implemented at Arval, is a comprehensive health and well-being initiative designed to harmonise practices globally. It complements the minimum social base set out in the BNP Paribas Agreement on the fundamental rights and Global Social Floor, which also applies to Arval, reflecting the strong commitment to the health and well-being for all the Group’s employees worldwide. In 2024, the programme focused on three components: Raising awareness on global health: Arval is introducing preventive health check-ups, a voluntary digital assessment covering physical and mental health. Employees receive a written summary allowing them to assess their overall health, receive appropriate advice, and can access appointments for higher-risk cases. Supporting mental health: Arval pays particular attention to detecting, preventing and remediating psychosocial risks through social dialogue, training and support initiatives. • In 2024, 77% of Arval’s employees were covered by Employee Assistance Programmes (EAPs). These programmes offer confidential support services to help employees manage personal and work-related challenges. They include access to professional counselling and resources for stress management. • Crisis support is also available globally through specialised psychological experts, including dedicated hotlines in countries like France. • Stress prevention training is offered across countries, aligned with the European Agreement on the Prevention of Stress at work. Assisting with long-term illnesses: A comprehensive «We Care» kit has been developed to open dialogue and promote empathy by providing guidance for employees, managers, caregivers and Human Resources across all phases of illness and return-to-work. Already in use in France, it will roll out in other entities in Europe in 2025. All Arval countries are encouraged to implement tailored health and well-being measures that address the specific needs of their employees. For instance, Arval UK is raising menopause awareness in the workplace through employee testimonials, targeted training, support groups, and a comprehensive policy to drive inclusion, wellbeing and a more resilient workforce.]]></container>
<container id="_idContainer3389" parent_id="_idContainer3403"><![CDATA[Arval achieved its highest-ever Net Promoter Employee (NPE) at 25.3 in 2024 « The engagement, trust, and recognition of Arval’s employees, the people who make this company what it is, is the greatest achievement of all. It’s what drives me every day, on the professional, but also personal side.» Alain van Groenendael, CEO of Arval The NPE score is a key indicator of employee satisfaction and engagement, reflecting how likely employees are to recommend working at Arval to others. Achieving the highest-ever score in 2024 is a true testament to the strength of Arval’s culture and of its successful transformation. It highlights employees’ dedication, trust and enthusiasm for what is built collectively within Arval.]]></container>
<container id="_idContainer3402" parent_id="_idContainer3403"><![CDATA[Leading by example, Arval’s commitment to its employees’ mobility Arval has also implemented a proactive car policy for its own employees eligible for a company car, with the objective that by 2026, 100% of new orders and renewals worldwide (excluding Latin America, Morocco and Turkey) will be electric vehicles. Arval recognises that its employees expect and value purpose, care and flexibility. In this respect, Arval’s approach to sustainable mobility is also a powerful lever for enhancing well-being and meeting evolving employee expectations, which reflect those of its customers. At Arval, we believe that sustainable mobility starts from within. That’s why Arval has implemented a global Mobility Position Paper setting up guidelines to frame and encourage sustainable mobility of all its employees worldwide through Arval’s own mobility offers and solutions and more widely all related services and organisation required to succeed. The Position Paper, aligned with Arval’s sustainability objectives such as decarbonation or reducing accident rates, covers all forms of mobility, including short distance, business trips and commuting. It also includes mandatory deployment rules as well as many recommendations that can be adapted locally, according to the maturity and regulation in each country.]]></container>
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<page method="xml-texts" num="26"><![CDATA[For the many journeys in life Each of us can make the difference. Together we can make it happen! Arval Group www.arval.com Austria www.arval.at Belgium www.arval.be Brazil www.arvalbrasil.com.br Chile www.arval.cl Colombia www.arval.co Czech Republic www.arval.cz Denmark www.arval.dk Finland www.arval.fi France www.arval.fr Germany www.arval.de Greece www.arval.gr Hungary www.arval.hu Ireland www.greenval-insurance.com Italy www.arval.it Luxembourg www.arval.lu Morocco www.arval.ma Netherlands www.arval.lu Norway www.arval.no Peru www.arval.pe Poland www.arval.pl Portugal www.arval.pt Romania www.arval.ro Russia www.arval.ru Slovakia www.arval.sk Spain www.arval.es Sweden www.arval.se Switzerland www.arval.ch Turkey www.tebarval.com.tr UK www.arval.co.uk]]></page>
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