BUSINESS INITIATIVES TO MAKE PEOPLE SUSTAINABLY … · business initiatives to make people sustainably mobile around the world. 6 activities and 12 brands geared ... of its csr vision:

2013 CSR REPORT

BUSINESS INITIATIVES TO MAKE PEOPLE

SUSTAINABLY MOBILE AROUND THE WORLD

www.mobiviagroupe.com

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32 MOBIVIA GROUPE - 2013 CSR REPORTBUSINESS INITIATIVES TO MAKE PEOPLE SUSTAINABLY MOBILE AROUND THE WORLD

INTERVIEWS:VARIED PERSPECTIVES

BLANDINE SARDOU,CSR Manager for Mobivia Groupe

MARIE CÉCILE ROCHET,Head of Customer Marketing,

Communication and CSR for Mobivia Groupe

IN 2013, HOW DID MOBIVIA GROUPE RESPOND TO THE CHALLENGES IMPOSED BY THE NEW WAYS OF GETTING AROUND?Marie Cécile Rochet: In 2013, we bolstered our desire for sustainable progress in our traditional markets by consolidating our positions, in particular by means of competitive and innovative product offers to meet the needs of consumers. We observe them and listen to them: their approach to consumption is changing, as is their relationship with mobility. They want simple and well-developed solutions, at the right price. This gives us new opportunities to serve them better: e.g. developing two-wheelers and generalising multi-channel solutions.

Consulting both our internal (employees) and external (stakeholders) environments is in line with our values of civic responsibility. This is why, at the end of 2012, when questioned by our civil society, institutional and private partners during a discussion day, we felt the need to be more explicit regarding our social commitments. For this reason, we have added a new strand to our Vision: "Innovating to become a player in the City", which reflects our desire not to neglect any of the societal dimension of our strategy.

In order to maintain these meaningful exchanges, the stakeholders continue to question us today, throughout our relationship, in their respective fields of expertise.

"INNOVATING TO BECOME A PLAYER IN THE CITY": IS THIS INNOVATIVE APPROACH THEREFORE THE DRIVING FORCE BEHIND YOUR SUSTAINABLE DEVELOPMENT ACTIVITIES?MCR: Innovation can be found at all levels of the company. For example, this year we have offered new products and services with high added environmental and societal value: diagnostics and control of polluting gas emissions, raising awareness of electric cars and developing car sharing. We are maintaining an approach of collective and collaborative innovation, because we are convinced that joint construction is a fundamental

societal trend. We are gradually integrating our employees, and also our customers, in the development of our new products.

New ways of living, consuming and exchanging affect us directly. There is a genuine civic commitment: we know that consumers' stances are changing and that they want to understand how products get to them. They are more responsible, better informed and more empowered and they want new, more economical, more ecological and more reliable solutions. It is up to us to satisfy these desires through innovation and digitisation, but also, and above all, strong human relationships in our jobs and businesses.

HOW DOES MOBIVIA GROUPE PUT PEOPLE AT THE HEART OF ITS DEVELOPMENT?MCR: Our employees are also citizens. They reflect every aspect of diversity and are often involved at a personal level. Our role as an employer is to offer them training to support them in their development and promote their professional mobility, but also ensure the work is meaningful by making contact with associations, in particular through the Norauto Foundation.We also believe strongly in the role of the company in society: this is why we support the entrepreneurial goals of every man and woman on a daily basis. Franchising makes it possible to reconcile a personal project with professional development.It is precisely because we believe that it is the men and women who drive the changes we make, that the group adopted a new

system of governance in 2013. We wanted this system to be close to our employees and our customers, with cross-sectional support departments alongside business departments. This new organisation places our CSR-focused strategy at the highest level of the company, which should enable us to mobilise the key players on a daily basis and capitalise on the good practices already implemented, in line with a policy of continuous improvement.

IS THE CREATION OF A SPECIFIC CSR DEPARTMENT THE SIGN OF A NEW MOBIVIA GROUPE AMBITION IN THIS DOMAIN?Blandine Sardou: Including CSR in the organisation of the new system of governance reflects the convictions we have always had since the founding of the group. 15 years ago, these convictions were first expressed in an environmental context: the goal was to reduce the impact of cars. It is within this context that we created the recycling sectors. Today, there are 18 of them. Our new goal is to assume all our responsibilities as a key player in the field of mobility by capitalising on our experience and extending it to the other pillars of sustainable development: economic and societal development.

HOW CAN MOBIVIA GROUPE'S ENVIRONMENTAL APPROACH BE ADAPTED AND APPLIED TO THE ENTIRE COMPANY?BS: Today the environmental approach is mature and structured, with a management system that acts upstream, with environmentally friendly product design, and downstream with the recycling of used products and the circular economy. We based our experience on a highly results-oriented culture, firmly established within the group, which has also enabled us to mobilise the teams.

It is this culture which has promoted the implementation of a series of non-financial indicators since 2012, so that we are actually ahead of our legal obligations.

In order to ensure the CSR policy thrives on a daily basis, we can rely on some thirty CSR agents within our brands and mobilise our liaisons, contacts and managers to make our ambition a reality.

This rallying cry is also in line with a deeply held conviction: if our employees are not integrated into the project, it cannot be attractive to our customers.

WHAT ARE THE OBJECTIVES LINKED TO THIS DECISION?BS: The new strand of our Vision brings new challenges to life, within a cross-sectional framework that involves the entire company. It formalises our commitments concerning employment and entrepreneurship, an increasingly responsible way of doing business and the promotion of sustainable mobility, for our customers and our employees. Based on this goal, our brands draw up a roadmap each year.

MCR: We wish to continue to be an intelligent, key player and develop solutions which meet the needs of our clients and advance the global debate. We believe that our duty is to observe and participate in discussions that go beyond our own, specific context and lie at the heart of the mobility ecosystem in the city.


6 ACTIVITIES AND 12 BRANDS GEAREDTOWARDS SUSTAINABLE MOBILITY

Traditionally focused on car equipment and maintenance, the group has constantly developed its expertise to provide a complete offer of products and services for more

responsible and sustainable mobility. / Norauto and Auto5Self-service car product stores with a maintenance, equipment and multi-brand repair workshop.

/ MidasLocal maintenance centres and rapid car services for all brands.

/ Carter-CashEssential low-cost car maintenance products.

/ Synchro DiffusionSale and distribution of car equipment and accessories and associated services for professionals.

/ OXYO-pneus.frA pure-player online tyre sales site.

/ AltermoveShops with a large range of solutions and innovative products for urban transport.

/ BuzzcarAn innovative community platform for car hire among individuals.

/ IzydrivePrevention and mobility solutions for any professional or private event.

/ Green OnThe provision of professional fleets of self-service electric two-wheelers.

/ CarboxFor companies and public authorities, a fleet of vehicles for car-sharing, an innovative alternative to official vehicles.

/ La Bicyclette ÉlectriqueA Paris-based shop specialised in the sale of electric and folding bicycles.

Click on brands for more information

COMPANIES AND HOLDINGS OWNED BY MOBIVIA GROUPE ON 30/12/2013


http://www.altermove.com/

http://www.buzzcar.com/

http://www.izydrive.com/

http://www.green-on.fr/

http://www.carboxservices.com/

http://www.labicycletteelectrique.fr/

http://www.mobiviagroupe.com/fr/activites/

http://www.carter-cash.com/

http://www.synchro-diffusion.fr

http://www.midas.fr

http://www.auto5.be/

http://www.norauto.fr/

http://www.oxyo-pneus.fr/

MOROCCO

3RUSSIA

2

ALGERIA

1

ARGENTINA

8

AUSTRIA

11

POLAND

20

ROMANIA

3

ITALY

28

76

SPAIN**

62

139

PORTUGAL

18

52

BELGIUM

52

41

**Canary Islands included

FRANCE*

1346

134

11

1

1

1325

3

*FRANCE DETAIL OF OCT:GUADELOUPE : 4 / MARTINIQUE : 4 / GUYANA : 1 / MAYOTTE : 1 / REUNION ISLAND : 8 / NEW CALEDONIA : 2

13 COUNTRIESWITH CENTRESDATA CORRECT ON 30/09/2012

12 COUNTRIESWITH CENTRES

DATA CORRECT ON 30/09/2013

2012

1,247CENTRES AND

CUSTOMERPOINTS OFCONTACT

1,234CENTRES AND

CUSTOMERPOINTS OFCONTACT

2013

OUR CENTRES AROUND THE WORLDMobivia Groupe has a presence in 12 countries and 4 regions around the world.

Counting all our brands, around thirty centres open every year. Thanks to these international centres, Mobivia Groupe has a global vision of the new ways of

envisioning everybody's daily travel and can adapt to specific local requirements.


/ CHRISTOPHE RIBAULT MANAGING DIRECTOR OF MOBIVIA GROUPE

Initiatives& Développement

BUSINESS ACTIVITIES DIVISIONS SUPPORT ACTIVITIES DIVISIONS

1 / JOËL TOULEMONDE (CHAIRMAN)CEO OF THE VERYWEAR GROUP (DISTRIBUTION OF MULTI-BRAND READY-TO-WEAR CLOTHING TO A RANGE OF STORES)

2 / JEAN-MARIE DEBERDTFORMER HR MANAGER OF THE AUCHAN GROUP AND GENERAL SECRETARY OF MOBILIS, CAVABANQUE, CAVAGESTION

3 / DIDIER DEMEESTÈREPRESIDENT OF TALENCE GESTION (MANAGEMENT OF PRIVATE PORTFOLIOS AND MUTUAL FUNDS IN TRANSFERABLE SECURITIES)

4 / GILLES GALIPPEMANAGER OF VARIOUS COMPANIES

5 / SANDRINE LECONTEFORMER PURCHASER, FENG SHUI EXPERT

6 / JOSEPH LEMAITRECEO OF KANOPÉ (READY MEAL DISTRIBUTION COMPANY)

7 / FRÉDÉRIC MOTTEFORMER DEPUTY MANAGING DIRECTOR OF THE ADEO GROUPE, RESPONSIBLE FOR GROUP HR DEPARTMENTS, FOR THE NORTHERN AND EASTERN EUROPE ZONE

8 / GRÉGORY SARTORIUSCEO OF TEL AND COM (NETWORK OF 270 MULTI-OPERATOR LANDLINE, MOBILE AND INTERNET SHOPS)

9 / CHRISTIAN CONTZENFORMER MANAGING DIRECTOR OF RENAULT SPORT TECHNOLOGIES AND RENAULT SPORT F1

THE SUPERVISORY BOARD

/ A NEW SYSTEM OF GOVERNANCE TO MEET STRATEGIC CHALLENGES

Mobivia Groupe is stable and family owned, with employees of the group holding 5% of the capital.

In October 2013, Mobivia Groupe implemented a new system of governance to meet the strategic challenges of ever-more sustainable mobility.

Therefore, our needs of collective, operational and collaborative governance will now be met by an Executive Committee of 9 members.

Comprising departments of business activities, focused on the operational development of the various brands which make up the group, Groupe Mobivia also wished to strengthen its support of these activities by locating the support functions at the highest level of the company.

The Executive Committee interacts with the Supervisory Board, whose role is to validate the company's strategy, monitor its execution and represent the shareholders.

PROMOTING OURLONG-TERM VISION

Mobivia Groupe has been family-owned since its creation. Thanks to its stability and financial independence, the group is driven by

a long-term vision of constant progress.

/ FABIEN DERVILLE

MD NORAUTO INTERNATIONAL

/ ALAIN FLIPO

MD MIDAS EUROPE

/ NICOLAS SEVERYNS MD VIA-ID

/ OLIVIER MÉLIS

MD DEVELOPMENT

DIVISION

/ IGNACIO FORNES

DIR. PRODUCT PURCHASING

/ MARIE CÉCILE ROCHET

DIR. CUSTOMER MARKETING,

COMMUNICATION AND CSR

/ FABIENNE BRICAUD

HR MANAGER

/ FRÉDÉRIC CHEVALLIER

ADMINISTRATIVE AND FINANCIAL

MANAGER

/2 /3

/4 /5 /6

/7 /8 /9

/ THE SUPERVISORY BOARD

The role of the Supervisory Board is to monitor and guide the management of the company carried out by the Executive Committee and report to the shareholders. The Supervisory Board also works in cooperation with the auditing committee. Lastly, there is also a strategic council and an appointments and remuneration committee.

/1

F CUS

For several years, Mobivia Groupe has held continual and regular dialogue with the various stakeholders in its ecosystem. Institutional partners, consumer associations, economic stakeholders and experts from the mobility sector, together with social, societal and environmental associations, came together for a day of dialogue to discuss the challenges of sustainable mobility.

In November 2013, the group organised its 4th meeting, which enabled it to present the new aspect of its CSR Vision: 'INNOVATING TO BECOME A PLAYER IN THE CITY' to about 20 participants.


KEY EVENTSIN 2013

JAN

UA

RY

JULY

OC

TOBE

R

DEC

EMBE

R

APR

IL

FEBR

UA

RY

AU

GU

ST

SEPT

EMBE

R

NO

VEM

BER

JUN

E

MAY

MA

RCH

/ NOVEMBER

NORAUTO FRANCE received new certification for the environmental management system approach in accordance with ISO 14001: 90% of the network is certified.

MOBIVIA GROUPE organised its 4th dialogue meeting with its Stakeholders.

/ OCTOBER

NORAUTO FRANCE renewed its commitment and signed the Disability Charter.

MOBIVIA GROUPE • was a partner in the World Forum for a Responsible Economy• implemented a new system of governance.

/ AUGUST

ALTERMOVEaccelerated its cross-channel strategy and launched its new e-commerce site, which offers over 10,000 references dedicated to urban mobilityNORAUTO FRANCE and

SYNCHRO DIFFUSION joined forces to open the

Corner Norauto in the Esso petrol station in Chartes.

/ FEBRUARY

CARTER-CASH opened its 34th centre in Seyne-sur-Mer.

/ MAY

NORAUTO and the Pininfarina teams developed the CX-Air-Norauto Premium roof box. / JUNE

CARBOX, the European leader in shared corporate mobility, celebrated its 5th birthday and exported its model to Germany.

BUZZCAR purchased Citizencar.

AUTO5 opened its online e-commerce site dedicated to the sale of tyres, rolled out during the year, firstly in Portugal, in Poland, then in Argentina.

/ MARCH

INNOV’ACTION: 1st group event specifically dedicated to innovation.

NORAUTO opened a 2nd centre in the suburbs of Moscow, Russia.

/ APRIL

MIDAS SPAIN provided its customers with

a car depollution solution.

/ SEPTEMBER

MIDAS EUROPE opened 10 centres in France, Spain and Italy.

/ DECEMBER

NORAUTO FOUNDATIONawarded the New Trophies, which reward associations who make a daily commitment to three fields: mobility assistance, road safety and the environment.


ECONOMIC DEVELOPMENT

/ Response from Mobivia GroupeMobivia Groupe positions itself within the framework of sustainable growth, i.e. a more efficient economy which makes optimal use of resources.

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Question from Bernard Jullien,

Head of the Permanent Study and Research Group for Automotive

Employees and Industry (GERPISA)

Among the main challenges for those who work in the automotive industry is the question of people's highly limited willingness to pay the costs of a car. Mobivia Groupe, through both its customer base and its position as an independent operator, is particularly qualified to address customers' real problems. It has also managed to preserve its innovative character by focusing on alternative mobility.But these strengths bring responsibilities: safeguarding jobs, industrial choices, purchasing choices, positioning between producer and distributor.

HOW CAN MOBIVIA GROUPE ENSURE COMPATIBILITY BETWEEN ECONOMIC STABILITY, LIMITED PURCHASING POWER AND NEW INDUSTRIAL CHALLENGES?


F CUS

FRANCHISINGMobivia Groupe has chosen to make entrepreneurship one of its main sources of potential growth. With our franchising activities, represented by Midas and Norauto, we are continuing to fully support the models we have developed, in order to help any entrepreneurs who choose to work with us to grow.

2013, ALL FRANCHISEES OPERATING UNDER THE NORAUTO BRANDNorauto Franchise today represents 75 entrepreneurs in 87 centres, 25% of which are multi-sites. Through these strategic choices, the Norauto concept has really developed, even in this period of economic crisis. This year has seen the brand take considerable steps forward in this respect, with 6 centres opened, thanks to 4 new company directors. This expansion is also reflected in turnover, which has grown by 12.5%.

16NORAUTO SPAIN

CENTRESOPENEDBY 2015

20MIDAS FRANCE

CENTRESOPENEDIN 2014

CEN

TRES OPENED IN 2013

60CENTRESOPENED

IN TOTAL 2

42

16

EUROPE

OBJECTIVE FORNORAUTO FRANCHISE:

A TOTAL OF

100 CENTRESIN 2014

THE VIEW OF DOMINIQUE BENOIT, Norauto franchisee, Sector of central France

"I began my career in the group by choosing Maxauto*, and today I head three Norauto centres. The network’s great strengths are its brand image, recognised by

all its customers; globalised purchasing, enabling it to apply the highly successful low-price policy; and the chance to take part in projects that help the profession to

move forward: I myself submitted a project during Innov'Action (see p 27). I noticed the difference when I opened the Rochefort centre: the Norauto banner gave the business

an exceptional start. Above all, I have kept my entrepreneurial spirit and I still want to go further and do better: franchisees should know how to make the most of the advantages

in this network, while continuing to provide specialized, quality services to satisfy their local customers."

*In 2012, all the Maxauto centers have transferring theirs banners to Norauto centers.

/ CONSOLIDATING OUR TRADITIONAL ACTIVITIES

Internationally, despite the difficult economic situation, our brands have made good progress. The group opened 60 centres during the year, spread equally around the world. Fragile installations located in geographical areas particularly affected by the crisis have resisted well, in particular thanks to an effective low-prices policy which has enabled us to save jobs and look confidently to the future.

In 2013, Norauto withdrew from Hungary. The brand, which had positioned itself in a booming market, had opened 4 centres there, but the political and economic context in the country was having too much of an impact on the economic balance of its activities. Despite significant financial investments in this market and the considerable efforts made by the local teams, achieving an economic balance proved impossible. The group implemented every possible measure to help the employees find new professional opportunities.

REGULARPROGRESS

In 2013, we continued to make progress in markets where we are already strong. In parallel, we are continuing to prepare for the future, especially the switch to digital,

by transforming our internal and external processes to make them more efficient and in order to be ready for new market configurations around the world.

3

2

1

11 10

9

8

7

6

54

12 BRANDS SPREAD ACROSS 12 COUNTRIES

DATA CORRECT ON 30/09/2013

INC

LUD

ING

1,22

4 AUTO CENTRES

12/RUSSIA

1‚234CUSTOMERPOINTS OFCONTACT

10

1.6BILLION EUROSIN TURNOVER

10‚424EMPLOYEES


/ TWO-WHEELERS: A BOOMING MARKET

One of the modes of mobility which will see considerable development is two-wheelers. The group wishes to participate fully in this development, and it is only natural that this commitment be reflected in our organisation. Thus, since October 2013, the Mobivia Groupe distribution centre includes a 'Two-Wheeler Mobility Centre'. The opening of this centre follows on from our ambition to accelerate product/service innovation, strengthen and justify our positioning with regard to the mobility market for electric bikes, electric mopeds, petrol mopeds and accessories in Europe.

THE VIEW OFJÉRÔME CARRODANO,

Head of the Two-Wheeler Mobility Centre"The idea behind the launch of the Two-Wheeler Mobility

Centre was the group's ambition to have a greater presence on the market, while developing its own skills.

This is why the team is composed of technicians specialised in two-wheelers, and why we are so customer-oriented.

This structure enables the group to view mobility in a different light and rally our teams around new forms of

mobility. These can represent a relevant economical alternative to the car and can therefore be real levers for growth. We are

encouraging reflection by continuing the environmentally friendly design work we began internally and reflecting on the

organisation of electric vehicle battery recycling sectors.

At Altermove, I already had an excellent vision of the electro-mobility market in Europe. Today, I can consider products adapted

to our clients’ habits in every country and, more globally, continue my reflection on innovation and new ways of getting around."

NORAUTO IS THE NUMBER 1 SELLER OF ELECTRIC BIKES IN FRANCE,

WITH ALMOST 10% OF THE FRENCH MARKET IN TERMS OF VOLUME*

*At the end of the 2012/13 financial year, Norauto had sold just over 5,000 electric bikes, out of a total of 51,000 sold in 2013.

IMPROVING OUR STRUCTURE TODEVELOP NEW MODES OF MOBILITY

2013 also saw a key step in Mobivia Groupe's clear commitment to developing new modes of mobility. We currently have a Two-Wheeler Mobility Centre, and have

developed a structure to maximise growth in these activities.

/ IMPROVING OUR POSITION WITH REGARD TO NEW MODES

OF MOBILITYAfter 3 years of the Via-ID investment fund, dedicated to supporting new, innovative companies, the group has completed the exploration phase for new modes of mobility in the widest sense. Via-ID will therefore be refocused on three key areas for reflection and development: car sharing, connected vehicles and 'soft' urban mobility.

It is in this context that the development fund activities have been transformed, to be refocused on the purpose of such types of fund: how best to support new companies, with growth always remaining the final goal.

Carbox, the European leader in shared mobility set itself up in Germany in the fourth quarter of 2013 and will develop new businesses from early 2014.

Similarly, the 'La Bicyclette Electrique' shop is continuing to grow and will open two new shops, one in Paris and one outside, in the first quarter of 2014.

Meanwhile, Buzzcar purchased Cityzencar in June. Thanks to this agreement, the two companies will join forces and offer over 7,000 hire cars to over 50,000 members, for car sharing among individuals.


AN EFFICIENT INFORMATION SYSTEM, FOR BETTER BUSINESS MANAGEMENT

"IN ORDER TO MOVE TOWARDS FULL E-COMMERCE, WE HAVE CHOSEN TO LAUNCH OUR ONLINE TYRE SALES SITE FIRST. SINCE MARCH, CUSTOMERS HAVE BEEN ABLE TO ORDER THEIR TYRES ONLINE AND SET AN APPOINTMENT TO HAVE THEM FITTED. THIS HAS ENABLED ALL OUR TEAMS TO ORGANISE THEMSELVES AND ENSURE THEY ARE PROPERLY PREPARED FOR THE FUTURE AUTO5.COM SITE AND TO ADAPT PROGRESSIVELY IN TERMS OF LOGISTICS."PATRICK LEBOURGEOIS, Managing Director of Auto 5

@ www.auto5-pneus.be

A YEAR OFMAJOR DIGITISATION

All the various entities of the group are facing a market whose profile is changing.The ease of access to products and information requires an in-depth transformation of

processes linked to orders, stocks and the way we offer our products to our customers.

/ DESTINATION E-COMMERCE

In order to offer new ways of accessing our services and products, we need to fundamentally change our processes. This is why 2013 was a year of transition for all our brands, a move towards IT projects which will

enable us to prepare for the future and prepare ourselves for all the new digital challenges.

In addition to the fundamental changes to our IT systems, the year also saw the launch of online sales through every available medium. Mobiles and tablets now also play a key role. We wish to develop business for everyone, everywhere, including as simply as possible in the stores.

/ SUCCESSFUL PROJECTS

At the start of the year, Auto 5 developed an online sales site dedicated to tyres. This required in-depth work on the part of the teams, which allowed us to revamp the processes related to e-commerce. This experiment was shared rapidly within the group, and Norauto Portugal rolled out an online tyre sales site in June, developed from the same information system. These synergies are continuing, since Poland and Argentina will soon make use of the work carried out upstream and be able to offer this optimised access to their customers.

The online store run by Norauto Spain, Norauto.es, also achieved positive results during the year. Sales have increased by 60% since the site was launched a year ago, with the number of visits almost doubling. This new distribution channel has allowed us to offer body parts, which can be delivered to a store through the 'click and collect' system. Two self-service iPads were made available instore to the customers.

Norauto Portugal

Norauto Poland

Auto 5

/ THE NORAUTO FRANCE EXPERIENCE ACCESSIBLE

ON EVERY MEDIUMOn 5 November 2013, the Norauto.fr site had a facelift. This transformation is a response to our goal to improve the customer experience. Norauto therefore offers collection within 2 hours at the chosen centre for articles in stock, with access on the date the product becomes available. Searching on the site has also been improved. The impact has also been direct for the centres: the entire customer management process can be carried out automatically, using a simple and intuitive tool. As for the workshop, appointments are booked based on the free hours indicated by the centres, which makes the experience both responsive and simple for the customers.

In order to harmonise its media, Norauto France launched a smartphone application at the end of 2012. It enables access to the service book and the loyalty programme. This application was recognised as the best smartphone application at the VAD Conext show.

In order to build on this success, Norauto launched an enhanced version at the end of November, including a more ergonomic home page, a new store locator, a revamped tyre quote with all the brands, the Norauto YouTube videos and sharing features for social networks.

FIGURES FROM THE NORAUTO.FR AND NORAUTO.ES WEBSITES

IN 2013, THE NORAUTO SPAIN WEBSITE GREW BY 60% OF TURNOVERANDTHE NORAUTO FRANCE SITE BY 50% OF TURNOVER

THE NORAUTO

MOBILE APPLICATION

WAS DOWNLOADED

29,000 TIMES


REFLECTING ONOUR PURCHASING PRACTICES

We are certain that our group's economic performance will only be sustainable if we take into account the entire value chain. And this starts with a better

understanding of the problems of purchasing.

/ DEVELOPING RESPONSIBLE PURCHASING

In 2013, all the employees in the group's purchasing departments have signed a code of ethics, which defines the rules of individual behaviour as regards bribery and conflicts of interest between employees and suppliers.

Responsibility has become a key guideline for purchasing, to such an extent that even the systematic nature of imports has been called into question.

/ ESTABLISHING A FRAMEWORK FOR RELATIONSHIPS WITH

OUR SUPPLIERSThe distribution centre has also implemented another code of ethics, which is sent to suppliers when there is a call for tender. This code of ethics imposes social and environmental commitments on suppliers who respond to the calls for tender. It has been drafted in accordance with the principles of the United Nations Global Compact, which covers workers' rights, the working environment, discrimination and respecting the environment.

81 supplier audits were carried out across the group in 2013 on social and environmental criteria. The percentage of unsatisfactory conclusions contained within these audits has fallen, a sign that vigilance in this regard will bear fruit: from 9% in 2012 to 6% in 2013.

PERCENTAGE OF SUPPLIERS WHOSEAUDIT WAS UNSATISFACTORY

2012

9%

2013

6%

"OUR AMBITION NOW IS TO MAKE MORE AND MORE PURCHASES IN EUROPE. THE COMPARISON PROCESS IS SYSTEMATIC:

TRANSPORT COSTS, BOTH IN TERMS OF PRICE AND ENERGY RESOURCES AND EMISSIONS, THE STOCK NEEDED FOR LARGE ORDERS AND THE RESPONSIVENESS OF DELIVERIES ARE KEY ASPECTS OF OUR ACTIVITY."PIERRE-OLIVIER VAN HILLE, General Manager of Synchro Diffusion

FIND OUT MOREUnited Nations Global CompactWhat is the Global Compact?

/ STREAMLINING THE DISTRIBUTION OF OUR PRODUCTS

In 2013, Midas France decided to reduce the number of tyre deliveries and switch to two possible deliveries per week, compared with one per day previously.

This approach is not unique within the group: Midas Spain has chosen to entrust its goods transport to only one supplier in order to optimise the process and therefore reduce the impact on the environment. Meanwhile, Synchro Diffusion is saving money on transport thanks to its new warehouse, located much closer to the haulage companies.

"THIS TRANSITION HAS BEEN SUCCESSFULLY INTRODUCED CENTRALLY. IT STREAMLINES ALL OUR TRANSPORT COSTS AND ENABLES BETTER STOCK MANAGEMENT."NICOLAS MARQUIS-SEBIE, General Manager of Midas France


http://www.unglobalcompact.org/

THE CUSTOMER

/ Response from Mobivia GroupeFor Mobivia Groupe, helping its customers to consume more efficiently means first and foremost listening to their actual needs, which are changing completely. We then develop innovative offers and products to meet these needs.


Question from Philippe Moati,

Economics Professor at Paris-Diderot University,

cofounder of the ObSoCo Studies Institute

Cars used to be what people dreamed of owning; now they are perceived more and more as a burden. French people's relationship with their cars has changed dramatically, which illustrates a fundamental trend highlighted in studies carried out by ObSoCo: 50% of French people would like to consume more efficiently.Consuming more efficiently means ensuring purchases are meaningful, not exposing ourselves to any risks caused by our consumption, reducing waste by getting good value for money. It also means seeking out not just products, but also solutions which more or less correspond to our consumption problems.

HOW DOES MOBIVIA GROUP HELP ITS CUSTOMERS CONSUME MORE EFFICIENTLY?


CUSTOMER SATISFACTION INDEXSATISFIED AND VERY SATISFIED CUSTOMERS

> NORAUTO, AUTO5 AND MIDAS

93.9%IN 201393.5%

IN 2012

Internationally, Midas and Norauto use highly efficient systems of customer surveys and cold calling to identify any failings and address them as accurately as possible. Midas sets its objective with regard to the number of 'very satisfied' customers, in order to adapt its activities to this requirement.

/ LISTENING TO OUR CUSTOMERS

Offering a service that is useful for the customer involves firstly identifying their needs as accurately as possible and understanding what improves customer satisfaction.

In a world where consumer behaviour is evolving, observing and listening to customers who share their experiences is essential. For most brands, customer satisfaction is a key concept, the driving force behind a global approach which leads to innovation, in order to always provide the most relevant response even from a fresh angle.

/ OFFERING SUPPORT

Since December 2012, Norauto France has developed the concept of Automalins training sessions. The aim is to explain to our customers the essential checks and the parts which need monitoring: checking levels, the meaning of alerts and indicator lights, the measures to carry out if there is a puncture, etc.

CAROLINE RAMET, head of customer loyalty and recognition at Norauto, states that "Automalins training sessions enable participants to talk to their Norauto expert and obtain concrete answers to their questions, but also to better grasp and comprehend the issues of proper maintenance, especially in terms of safety."

Thus, in 2012, over 1,000 drivers learned to carry out the essential checks on their vehicle. Almost 90 minutes of advice are provided by a qualified employee, who provides concrete assistance to the customer and ensures that his/her knowledge is properly imparted.

Ensuring upstream responses to questions also encourages further, more technical discussions, and requires us, as professionals, to provide

DEVELOPINGTHE EXCELLENCE OF OUR SERVICE

We wish to realign our service with the essence of the products, within a global approach to quality of service.

The aim is to be able to offer our customers a purchasing experience which is not only satisfying, but also helps to develop their skills.

a higher-quality service with better answers to customers' questions and greater value for money.

Our use of social networks, such as YouTube and Facebook, is another illustration of our desire for more in-depth discussions with our customers. As of this year, each brand has its own Facebook page, a place for dialogue and sharing good practices. Since 2011, Carter-Cash has published practical information, such as tips about winter tyres, and also targets customers with a passion for antique cars.

/ INNOVATING APPROPRIATELY

This year, innovation was placed at the heart of the group's approach. A whole range of initiatives, both collective and individual, have now been formalised through this cross-sectional approach.

The high point of this approach was Innov'Action on 13 March, an event where 3 innovative projects were selected from no fewer than 180 candidates, throughout the group's brands and every country in which we are present. Employees were invited to assess the innovative nature of the projects on a special website. The verdict of the 1,500 voters: digital innovations (digitalisation of manual signatures, online recruitment...) and products with added environmental and societal value (polluting emission analyser).

54% OF CUSTOMERS 'VERY SATISFIED' WITH MIDAS EUROPE

"At Midas, we are pressing on with our goal of improving customer satisfaction. The level of satisfaction is generally very good, with

almost 96% of our customers satisfied or very satisfied, but the latter remains our target. The number of very satisfied customers

has risen once again this year, to reach 54% in Europe.For this new year, we intend to really focus on the quality of the customer's

experience when the keys are handed over. It is therefore essential that our teams take the time to explain all the work that has been done on the vehicle, as well as providing tips for future maintenance. Respecting this process will

bring a two-fold benefit: greater trust in the relationship inspired by a perfect understanding of all the work done and the development of our customers'

skills as regards elements related to their safety.ALAIN FLIPO, General Manager, Midas Europe


This study also shows that the risks grow in proportion to the amount of time spent in the vehicle. In response to this genuine public health concern, Midas, in conjunction with Airlife, has offered the Car Depollution Pack to protect motorists and improve air quality in vehicles. This issue is not merely technical; the purpose is always to refocus our concerns on the well-being of our customers.

/ ENVIRONMENTALLY FRIENDLY MAINTENANCE AT NORAUTO

This year, Norauto is developing a global approach linked to environmentally friendly maintenance. The fruit of a collaborative project with other stakeholders in the automotive and environmental field (ADEME, parts manufacturers, consultancy firms specialised in emissions), the brand wishes to offer a system based on the analysis of polluting emissions and the operation of the engine, which will enable us to make the necessary corrections to bring the vehicle as close as possible to its optimal emission values.

After receiving the full backing of the employees with the award of an Innov’action prize, this analysis and diagnosis approach was also rewarded during the Equip’Auto show in the 'Service - Service Station - After-sales Network' category. This combination of internal and external recognition ensures full support and shows a genuine demand.

DEVELOPING PRODUCTS AND SERVICES WITH ADDED

ENVIRONMENTAL AND SOCIETAL VALUEThanks particularly to highly-successful private brands and the development of

environmentally friendly design, Mobivia Groupe offers solutions in response to new challenges in well-being and protecting the environment, through the constant

improvement of its products and services.

/ OFFERING INNOVATIVE, EFFICIENT AND GREEN PRODUCTS

For 10 years now, Midas has been developing its own range of products. Innovative, efficient and green, they provide even more added value to our customers and the network. With a level of performance equal to if not better than the standard manufacturers, they contribute wholly to the fulfilment of our promise: 'Midas, maintenance guaranteed'.

This is the case with the updated Midas Tenor tyre, which guarantees exceptional longevity, safety and fuel economy, all measured by an independent laboratory. This is also the case with our windscreen wipers developed with the Extra-Time © option, whereby our customers can replace the blades free of charge after a year.

As far as the products are concerned, Norauto is also developing quality products for the network, which meet our customers' most demanding requirements, while making saving energy a priority. The CX-Air roof box is thus 13% more aerodynamic than the classical model. This improvement was made possible thanks to the work carried out in cooperation with the engineers from Pininfarina who optimised the shape of the roof box. These results were tested and measured in a subsonic wind tunnel.

A MOTORIST IN A CAR IS

5 TIMES MORE EXPOSED TO BENZENE AND NITROGEN DIOXIDE AND

3 TIMES MORE EXPOSED TO PARTICLES THAN IN THE HOME OR ON THE STREET

USING A CAR AS A MEANS OF TRANSPORT MEANS SPENDING AN AVERAGE OF

78 MINUTES INSIDE IT PER DAY

/ REDUCING EMISSIONS, INCREASING WELL-BEING

Innovation sometimes requires a sense of observation. On 10 September, Midas revealed the results of its study into internal pollution in vehicles. The conclusions of the analyses conducted by Doctor Squinazi (biologist and former director of the Hygiene Laboratory of the City of Paris) highlight the fact that motorists are exposed to a wide range of chemical, particulate and biological pollutants which can have an impact on their health, especially for persons at risk.


/ PROMOTING THE DEVELOPMENT OF ELECTRO-MOBILITY THROUGH USE

2013 saw a clear shift towards electro-mobility. For rent or for sale, with two or four wheels, the range of vehicles offered by the group to the customers through its brands is growing and integrating solutions with less of an environmental impact. For the last 3 years, Midas Italy and Midas Spain have been offering electric courtesy bikes and cars for customers to test these innovations in their daily lives and find practical responses to their questions.

At Norauto France, there are now 40 Renault Zoés offered as courtesy cars. With the roll-out of this fleet, Norauto has achieved a two-fold objective: continuing to ensure the mobility of its customers for the full duration of their vehicle's maintenance and promoting electric mobility.

At Norauto Spain, the installation of home trainers on electric bikes has been developed in the stores, so that the customers can try without needing a test track or even leaving the store. Testing is a genuine factor behind choosing an electric bike, the market for which is developing enormously in Spain, thanks to growing customer interest.

In June, Buzzcar purchased Cityzencar. The two companies have joined forces to strengthen Buzzcar's position in the emerging market of car sharing among individuals. This agreement will enable their community, of over 50,000 members in France, to access a fleet of 7,000 cars available for hire.

/ MAKING TRANSPORT CLEANER AND GREENER

After three years of activity dedicated to urban transport and with in-depth knowledge of the new mobilities market, Altermove is strengthening its cross-channel identity. In line with this strategy, a new website was launched in July 2013 and the floor space of the two stores located in the Nord Department was modified, in order to develop stores that are smaller but more digitised. Personalised advice, a key component of the Altermove identity, has thus been placed at the heart of the sales outlets, in order to provide a better response to our customers' transport problems.

All the online Altermove ranges are being expanded and this will enable a great deal of choice when it comes to customising vehicles, a concept greatly appreciated by city-based customers.

In addition, we are not making any changes to our very popular repairs workshops.

Altermove has also developed its specific activities for professionals. Our objective: to reflect on, optimise and streamline how company employees travel and find solutions which correspond to every need. From raising employees' awareness to budgetary analysis of the various possible scenarios, the idea is to move companies towards alternative and integrated solutions: Corporate Transport Plans, electric vehicle sales, the organisation of car sharing, etc.

/ DEVELOPING SHARED MOBILITY

Since February 2013, 4,000 Michelin employees have had access to 17 cars in a car sharing system (Peugeot Ion and Citroën C-Zero) thanks to Carbox solutions. This service will make it simpler for employees to travel to different sites and reduce the impact on the environment: 20 tonnes of CO2 avoided per year, for 150,000 km travelled. Today, Carbox can count 161,000 reservations and 13,700 users.

More and more companies trust Carbox: Peugeot, L'Oréal, Vivendi, Danone. Manuel Martins, General Services Director at Danone, reveals the keys to this success: efficiency, simplicity. "The Carbox Mobilities offer has enabled more flexible transport management, as well as a reduction of over 2 tonnes of CO2 per year. Managing Mobility Credit is simple: my fleet manager has spent just 3 hours on it in 6 months."

PROMOTINGNEW MODES OF MOBILITY

To meet the changing needs in our customers’ mobility as accurately as possible, we are consolidating the know-how of our historical brands, with power-assisted vehicles

for example, and we are diversifying our activities by providing new ways to streamline modes of travel and resolve the issue of more sustainable mobility.

THE VIEW OFDELPHINE LALU, Head of CSR and Foundations,

AG2R LA MONDIALE"Our approach began in 2004 with the voluntary introduction

of our Corporate Transport Plan. The first company in the Nord-Pas de-Calais Region to implement this cross-sectional and

collaborative approach, we have gone from 15% to 42% of the site's employees not using their car to get to work in only 5 years.

Our cooperation with Mobivia Groupe has arrived at a moment when we wish to expand our Corporate Transport Plan. There are

three strands: firstly, the contribution of Altermove, which raises the awareness of our teams at our sites to new modes of mobility; secondly

the opening of dialogue between Altermove, Carbox and our internal departments to devise solutions to optimise our global transport policy;

lastly, our intra-company exchanges of good practices with the group within the framework of Déclic Mobilités, organised by Réseau Alliances."


http://www.declic-mobilites.org

HUMAN CONSIDERATIONS

/ Response from Mobivia GroupeThe Mobivia Groupe brands are assuming their responsibilities as an employer by continuing to develop the men and women employed within our structures, preparing them for a changing world.


There are three human challenges for a company like Mobivia Groupe:- diversity at work: how to take account of differences to improve everyone’s day-to-day life- daily working conditions: respecting the commitments of a responsible employer, by lifelong training and support- daily involvement: how can employees be made to adhere to the CSR policy and how can we make them responsible as well as protect them?

Question from François Fatoux,

Executive Director of the Corporate Social

Responsibility Observatory

WHAT IS THE ROLE OF THE EMPLOYEES IN MOBIVIA GROUPE'S CSR APPROACH?


NUMBER OF DISABLED EMPLOYEES> GROUP PERIMETER

174IN 2013150

MORE THAN

IN 2012

> INNORAUTO

FRANCE

18.3%201319.1%

2012

PERCENTAGE OF WOMENWITHIN THE GROUP

PERCENTAGE OF EMPLOYEESAGED UNDER 25

IN 201322.55%22.07%

IN 2012

"AT THE END OF 2012, THE PROPORTION OF DISABLED PEOPLE WE EMPLOYED WAS 3.36%. OUR TARGET IS 4.2% BY 2015, WHICH MEANS 40 MORE PERMANENT CONTRACTS. WE ARE WORKING A LOT TO REACH THE

GOAL OF 6%. FOR EXAMPLE, TRAINING ABOUT DISABILITIES IS MANDATORY FOR ANYONE APPOINTED TO AN EXECUTIVE POSITION".

GWENAËLLE BOUSSEMART-TROEL,Handicap Mission Contact at Norauto France

/ PROMOTING SEXUAL EQUALITY

We are sensitive to ensuring sexual equality and, more generally, the place of women within the company. Our sector of activity stands out in this regard, both as regards employees and customers, and we need to play a fairly proactive role.

/ RECRUITMENT THROUGH NEW TECHNOLOGIES

In order to recruit young employees and introduce new ways of meeting customer needs, the brands within the group are implementing specially adapted resources.

Norauto Portugal has thus launched a website which enables users to find out more about jobs in the company. This site, known as N’Job and which won an internal Innov’Action prize, highlights the importance of the employer's image in brand development, both for the mobility of employees among the brands and for external recruitment.

Redesigned in line with this new momentum, the Norauto France recruitment site has had 120,000 hits since 2013, with almost 17,500 applications filed. Since the autumn, the brand's recruitment notifications have put employees, the ambassadors of the brand, in the spotlight, with personal stories about their careers within the company.

Half of the talent available is represented by women and statistics show that it is the centres which give them supervisory or managerial positions which ensure sustainable success. In light of this, Midas wishes to become the automotive sector franchiser which offers women the easiest access to entrepreneurship.

At Norauto Spain, two women have been appointed to the steering committee. The general opinion is that: "the atmosphere is more direct and simpler, which makes discussion easier". Women also have a role in the management of Support Departments.

In order to give more meaning to this approach and to demonstrate our commitment, in 2011, Norauto France and Midas signed the 'Les Elles de l'Auto' charter, drafted within the framework of the Paris Motor Show. By so doing, these brands are reaffirming their desire to develop the group of women working in their teams. The 'Les Elles de l'Auto' association promotes a mix of genders in the automotive sector, both with stakeholders, in order to sweep away received ideas, and schools, to encourage subject choices which would otherwise be hindered by prejudice.

DEVELOPINGDIVERSITY

Ensuring the diversity of the teams who make up the brands within Mobivia Groupe is a critical issue. The teams must benefit from this gradual adaptation to differences,

whatever they are. But the challenge is also to genuinely reflect the customers welcomed by the brands and for whom the brands adapt on a daily basis.

"I have been working for Midas for 6 years. I am now the manager of a sector with 5 centres and 31 employees and I also work in the central

services. Gaining legitimacy was not easy; I had to fight against a whole range of prejudices. The Midas training sessions were essential to

understand the customers and manage the teams without being a mechanic. Now I have proved myself to my teams.

In order to continue to attract more women, another woman, Elisa, was chosen to take over my old centre."

ANGELICA CUOMO, Zone Manager, Midas Italy

OBJECTIVE :

40

EXTRA PERMANENT

CONTRACTS BY 2015

AT NORAUTO

FRANCE

/ A COMMITMENT TO EMPLOYMENT FOR THE DISABLED

Norauto is confirming its commitment to employing and safeguarding the jobs of disabled people, with the signing of a 3rd agreement in May 2013, approved by the management and the social partners in October.These commitments will be honoured through an action plan divided into 3 sections: hiring, training and funding,and the implementation of certain changes as soon as possible.The main thrust of this new company agreement is to support the safeguarding of jobs with a dedicated structure.Norauto Spain has a cooperation agreement until 2014 for employing disabled people, alongside ADOP, Once and the Ministry of Education and Sport.

Midas France is also getting involved with an internal action, means of a series of posters showing simple solutions to overcome the main obstacles to hiring disabled people or simply declaring the disability. Displayed in the centres, this poster campaign was also presented at the annual franchisees' convention.


http://www.norauto-recrute.fr

/ PROVIDING THE RESOURCES FOR SUCCESS

For the brands that are being developed as franchises, the partners who have chosen to work alongside us are supported throughout their career as company director. On a daily basis, all the problems faced receive continuous support: commercial assistance, team training and management.

All these procedures enable each centre to play a role in its own success and develop with the backing of a solid and protective network.

This is achieved, for example, by the development of tailored e-learning modules, which enable the spreading of accurate and complete information, by optimising cost and time spent. At Midas France, the modules relating to customer approach have been reinforced for the managers of centres and the training sessions relating to the environment or new techniques for the operational teams have been improved.

Once again, tools have been implemented within the Midas network to detect weaknesses and act upstream. A set of operational indicators have been determined to analyse the results of the franchise centres: number of visits, customer satisfaction, increased sales, etc. These factual components enable our support teams to conduct a consistent diagnostic, in order to help the centres which most need it to develop in an optimal way.

/ MANAGING BY VALUES

Since 2012, the 'Managing by Values' training session introduced by Norauto France and Midas France has been available for all supervisors, including the franchisees. Designed around the 5 values of the company (Sharing, Performance, Respect, Authenticity, Entrepreneurship), this training relies above all on the interpersonal skills of the employees.

The objective of this programme, open to all those who handle human resources, is to enable participants to understand the exact meaning of the group's values and transform them into simple and concrete actions, so they can implement it every day at work.

Furthermore, all the employees within the group are assessed in accordance with the 4 pillars of performance, from the sustainable development charter, integrated at every level of the company. For supervisors in the group network, this assessment is continued up to their performance objectives.

SUPPORTING ENTREPRENEURSHIPWITHIN OUR BRANDS

Mobivia Groupe is developing several of its models as franchises, especially Norauto, Midas and Auto 5. This development will be supported on a daily basis,

in order to offer the entrepreneurs who work with us the best tools to listen to their customers, train their teams and offer every opportunity to drive their own evolution.

380 MANAGERS WERE TRAINED FOR MANAGEMENT ACCORDING TO THE VALUES IN 2013

"WITH THE FRANCHISEES, THIS IS MORE OF A MORAL

THAN LEGAL CONTRACT"MATTHIEU FOUCART, Norauto Franchise General Manager

The objective of this approach is to be able to maintain uniform and constant standards, but also to be able to progress within the company.

In order to encourage this progression, an intranet module will allow employees who have been part of the company for a certain number of years to evaluate their knowledge and complete their profile in order to check information, understand any flaws and drive their own development.

A development which is encouraged, including between brands: Several Norauto Franchise employees have succeeded at Midas and overseas this year, while one Norauto sector manager chose to take over one of the network's centres.

Supporting franchisees on a daily basis is characterised by creating links with the sector managers, whose role is to bring together people from across the network. They listen, provide operational and technical advice to help overcome problems and promote the values of the company.


"IN A CONTEXT OF CRISIS, TRAINING IS THE ONLY EXPENDITURE WHICH HAS INCREASED COMPARED WITH LAST YEAR'S BUDGET"RAMON RUEDA, General Manager of Midas Spain

/ FINDING TALENT AND LISTENING TO OUR EMPLOYEES

In line with this, Norauto Portugal has created a talent detection system, implemented to make internal promotion more attractive, e.g. from salesperson to sector manager. Thus, in 2013,

59 new talents were identified out of more than 400 employees.

At group level, the 3rd Mobivia Talent Programme (MTP) class was launched on 30 September 2013, in cooperation with the EDHEC Business School. MTP is an innovative training programme which we hope will play a long-term role in the human development of the group. Since its launch in October 2011, this programme has enabled us to detect 45 talents who are young and mobile within the Group.

For the first year and in the same vein as Norauto France, in order to formalise this approach of consultation and career path optimisation, Mobivia Groupe implemented a barometer which allows employees from the support teams to speak about their working conditions and the sense of their missions.

/ ASSUMING RESPONSIBILITIES DURING TIMES OF CRISIS

In order to compensate for a difficult economic situation, Norauto Portugal has launched a whole range of initiatives, based on internal challenges or incentives, which have allowed us to re-create cohesion despite a gloomy social climate.

Thanks to economic arrangements based around the lunch card and health insurance, we have managed to offset the effects of the situation by improving salaries, sometimes by as much as 20%. In global terms, our focus has been on the family rather than purely on the direct employee, e.g. health insurance or end-of-year festivities. Results: 71% fewer days off work, 36% fewer workplace accidents.

At Midas Spain, whereas a major economic crisis is also afflicting this country, turn-over has been stabilised across the entire network, the proof of a genuine desire to build loyalty and our teams' commitment to a concept they believe in.

In order to provide the maximum support to employees on a daily basis, a social measure has been implemented for all the Norauto France employees. Employees can contact a dedicated social worker within the structure to help them deal with financial, medical, personal or family issues or even housing problems.

/ EXCELLING THROUGH TRAINING

Since 1997, a partnership has been in place between Norauto and ANFA (National Automotive Training Association) so that employees can have easy access to training and thus evolve professionally. This partnership marks the group's long-held dedication to help men and women grow within their jobs and within the company, by enabling them to access vocational training.

In 2012, Norauto was recognised by ANFA for its efforts and commitments to "help its employees grow". This partnership is now heading in a new direction: not only is the financial support still in place, but the two entities have joined forces for certain projects, such as the accreditation of Norauto's training body to issue Vocational Training Certificates, the development of Mentoring, Norauto's participation in the 'Compétence-Emploi' system.

The group aims to provide a solid training programme for employees using recent know-how originating from product and service innovations. They thus become more competitive in the workplace and their knowledge base is in constant progression.

The training programmes are adapted for the Midas network, but are recognized in other professional environments.CAP (certificate of professional competence) students have therefore been able to benefit from 14 hours of training leading to a qualification, to complete their initial training.

85% OF NORAUTO FRANCE EMPLOYEES RECEIVE TRAINING WITH HYBRID VEHICLES

4 TRAINING CENTRES DEVOTED TO ELECTRIC TWO-WHEELERS, INCLUDING 1 FOR ELECTRIC MOPEDS

850 EMPLOYEES WERE TRAINED IN THE POLLUTING EMISSIONS DIAGNOSTIC OFFERED BY NORAUTO

ENSURINGJOB QUALITY

We believe that, rather than a profile which corresponds to a position at a certain moment during the life of the company, there are men and women who evolve in

a world of which they are a part and which changes thanks to them. This is why the loyalty of the men and women who make up our networks is an essential concept.

1,379

NUMBER OF PEOPLE RECRUITED BY THE GROUPAND ITS SUBSIDAIRIES AROUND THE WORLD IN 2013

10,000

20,000

30,000

2011 2012 2013

€22, 954.83

1

€23,107.76

2

€23,253.91

3

AVERAGE REFERENCE SALARYWITHIN THE GROUP

AMOUNT OF NORAUTO FRANCEWAGE BILL DEVOTED TO TRAINING

EXCLUDING EMPLOYER'S CHARGES> NORAUTO FRANCE

3.57%

3.10%

2012

2013

NUMBER OF HOURS OF TRAINING PER EMPLOYEE PER YEAR

32h2012 34h

2013

33h2013

> NORAUTO FRANCE > GROUP


THE ENVIRONMENT

/ Response from Mobivia GroupeMobivia Groupe is aware of the impact cars have on the environment. We intend for our improvement process to be integrated into our management and rolled out in every brand and in every country.


Question from Alain Grandjean,

Member of the Scientific Councilof the Nicolas Hulot Foundation

for Mankind and Nature

The impact cars have on the environment concerns the emissions of CO2 linked to fuel combustion, the emissions of particles and the life cycle of the raw materials used. Mobivia Groupe can help improve the energy performance of the existing fleet of cars, recycle waste better, encourage the environmentally-friendly design of parts by raising supplier awareness and implement new mobility services.

WHAT RESOURCES HAVE BEEN IMPLEMENTED BY MOBIVIA GROUPE TO REDUCE ITS ENVIRONMENTAL IMPACT?


/ ISO 14001 IN FRANCE: 90% OF NORAUTO CENTRES CERTIFIED

When it comes to environmental standards, ISO 14001 is the international benchmark. It enables us to ensure that our environmental impact is subject to continual measures and improvements. The standard is reflected in our management in the form of an Environmental Management System (EMS).Over 10 years after the initial certification (2002) and following a new audit, 90% of the Norauto France network is now ISO 14001 certified, compared with 80% in 2012. This represents 346 subsidiary and franchise centres.The EMS employed by Mobivia Groupe includes, in particular:- the conducting of an Environmental Analysis, internal audit and management review for each centre- simple and practical ISO 14001 tools for the centre directors- the introduction of a paperless approach, which will be rolled out this financial year- the SECURIS tool, enabling the results of occasional mandatory checks to be monitored

/ COMPLYING WITH FRENCH STANDARDS

Environmental standards are not at the same level of maturity and application in every country where the group has a presence. Although it would have been possible merely to comply with the less demanding regulations and standards, our approach has actually been to urge all the countries to adopt the standards applicable to our French brands.

Norauto Spain has thus created a committee to ensure compliance with French waste recycling standards. Within 3 years, all our centres will have been overhauled. In Italy, every new store opened is required to respect environmental standards and in Romania, the highest French standard is used systematically as a benchmark.

Our results are also impressive when it comes to recycling. This is the first year that Norauto Spain has made a profit after its waste product treatment and 10 stores now have cardboard compressors; the goal is to attain 50% of stores

by 2014. In 2013, Midas Spain recycled 99.5% of the batteries sold and Norauto Argentina introduced an internal challenge: for every battery purchased by a customer, one battery should be recovered. In order to achieve this, a discount is offered to customers who bring back their battery.

The results of this policy at group level in 2013 were: 77% of batteries collected (excluding electric bike batteries).

/ RAISING THE AWARENESS OF EMPLOYEES AND CUSTOMERS

This environmental management system could not have been implemented without the commitment and support of all the employees within the group. It is therefore essential that they remain associated with the approach. For example, an awareness raising campaign was conducted with 6,000 employees from within the group as regards the collection and recycling of batteries, i.e. 73% of all our employees.

At Midas, our franchisees are particularly well informed on the subject of recycling used products. Each time a centre is opened, this subject is addressed and the message is repeated once a month by the sector manager. Our ambition is for the franchisees

BUILDING A MATUREAND STRUCTURED APPROACH

In 1995, Norauto France began implementing an environmental management system. This experiment was just the start and today all our brands are striving for

the same goal: to reduce the environmental impact of using and maintaining a car.

"WHEN IT COMES TO THE ENVIRONMENT, WE COMPLY WITH THE HIGHEST

FRENCH STANDARD FOR THE CONSTRUCTION OF OUR CENTRES"GIANLUCA PROVASI, General Manager of Norauto Romania

F CUS

PROGRAMMA VERDE Midas Spain has implemented the 'Programma Verde' approach, which establishes a certain number of environmental indicators, among other quality criteria, which determine what makes a Midas centre a 'Centro Premium'. The environmental regulations in force in the country are thus exceeded as regards waste retention and sorting and alternative mobility solutions. This is the case particularly for courtesy vehicles, with a fleet of 50 electric bikes.

89 MIDAS SPAIN CENTRES CERTIFIED OUT OF 139, I.E. 58% OF THE NETWORK

OBJECTIVE:

70%

OF CENTRES CERTIFIED

PREMIUM IN EUROPE

BY 2016

27% REDUCTION IN THE VOLUME OF PACKAGING (EMPTY DRUMS) PUT ON THE MARKET, THANKS TO ENVIRONMENTALLY-FRIENDLY DESIGN

to understand that collecting batteries is as beneficial as selling them, and to ensure a genuine awareness of the environmental risks. In regional meetings, Midas brings together various stakeholders to explain their eco-system to the franchisees; this might be an insurer who wishes to explain the risks taken. In addition, there is one specific employee at head office who focuses on waste management and environmental support for the franchisees in this regard.

At Norauto France, a guide to good energy practices has been drawn up, with ideas to reduce consumption in the centres and examples of benefits achieved in the centres.

Customers are also made aware of the waste sorting instructions for our products: a range of over 100 Norauto Sound products are covered by the green packaging code, and the label "Pensez au tri !" (Remember to sort!) is now displayed on the packaging.

637 MEETINGS CONCERNING GOOD ENERGY PRACTICES WITHIN THE GROUP

307 CENTRES

31,45%OF SITESIN 2012

322 CENTRES

31,25%OF SITESIN 2013

NUMBER OF GROUP SITES COVERED BY AN EMS**ENVIRONMENTAL MANAGEMENT SYSTEM


F CUS

REDUCINGCONSUMPTION AND EMISSIONS

Both an economic and environmental concern, reducing the consumption of raw materials and the emissions of CO2 and pollutants comes in many forms

at Mobivia Groupe.

/ UPSTREAM AND DOWNSTREAM

We are thus constantly seeking to reduce our impact in the public reception areas. The 18 recycling sectors in place across the group are the best illustration of this, with an individual system for batteries and tyres. This environmental concern does not stop at the door of our auto centres. The entire sector is affected, at every level and as far upstream as possible. In France, Mobivia Groupe participates in the working groups of the Ministry of Ecology concerning the tyre recycling sector, in order to define the specifications for reusable tyres and analyse the market of existing techniques as regards recovery (of materials or energy). The group also participates in the consultative commission for the recycling of batteries and accumulators. With one eye on the future, Lithium-ion batteries and accumulators are subject to systematic tests, and electric bike batteries labelled for storage and collection.

Another example of anticipating environmental impact is that the design of our products is increasingly environmentally-friendly. For the Norauto Premium CX-Air Roof box, the savings in terms of fuel were a key area for improvement. Studies into the aerodynamics of the box thus enabled a fuel saving of 1.4%, a gain which may appear slight, but which becomes highly significant when expressed in terms of fuel: a saving of up to 2,000 litres. Environmentally-friendly design has also enabled us to dramatically reduce the weight of packaging used for the Rapidbike bicyle rack. It has been cut by 7, i.e. 10.5 tonnes less cardboard.

In order to fully implement the approach, several environmentally-friendly, social product design projects were launched last year. Round tables have been organised with a view to jointly improving our products. They involve customers who have already purchased the product and who are invited to take part in a workshop for the product to be perfected in terms of environmental benefits.

/ ENERGY SAVING

Saving energy is another key aspect of reducing the group's environmental impact. In 2012, Synchro Diffusion moved to a new warehouse. A year later, the initial results have been very positive as regards the new measures implemented: energy has been saved because the hauliers are in the same area and because over 10% of the employees use car sharing. The more pleasant setting has also enabled us to limit the number of trips made during the day.

In order to continue this progress, Synchro Diffusion has launched an energy saving diagnostic to analyse the current lighting system and study the compaction of packaging. As far as biodiversity is concerned, an eco-grazing test will be carried out, with 15 sheep grazing on the grass around the building.

At Midas, the most impressive energy saving efforts are related to the new centre concept. The façades, an integral part of the new concept, address environmental and financial concerns by using LED signs. Energy consumption is thus reduced by 80%. For façades with larger signs, consumption is 57.4 W/h today, compared with 284 W/h on the old façades. We are currently considering switching all our centres to LED lighting.

THE PETITE-FORÊT NORAUTO CENTRE

The Norauto Centre at Petite-Forêt (in the Nord Department of France) opened its doors in September 2013 and is an example of the brand's environmental commitment. Both inside and outside, every measure has been taken to make the centre an example of what is possible at every level.

Outside, car parks and façades incorporating plants, LED signs and a range of shelters for wildlife, insects and bees, with the goal of preserving biodiversity, have been set up. Regarding the building, attention has been focused on the absence of a rainwater outlet in the network, combined with a rainwater infiltration basin for the development of a biotope, better wall insulation and LED lighting to save energy.

MAKING RIVER AND RAIL TRANSPORT A PRIORITYFor some years now, our central procurement unit has been striving to reduce emissions related to the transport of goods. In France, by the end of 2013, these day-to-day efforts represented 204 tonnes of C0², almost 78,000 litres of fuel saved and 1,443 fewer lorries on our roads. If these lorries were stacked end to end they would be 23km long!

In Spain, by the end of 2013, 97.2% of the containers were transported by rail (656 containers out of 675), compared with 97% in 2012.

F CUS

RECYCLING SECTORSWITHIN THE GROUP18

011817

1615

1413

1211 10 09

08

0706

0504

0302

55% OF THE CONTAINERS HANDLED IN FRANCE WERE TRANSPORTED BY BARGE IN 2013 > COMPARED WITH 53% IN 2012

2012

53.98%2013

77.57%COLLECTION OF BATTERIES AND

RECYCLED ACCUMULATORS

2012

63%2013

72.9%OIL FILTERS RECYCLED

> MOBIVIA GROUPE


SOCIETAL CONSIDERATIONS

/ Response from Mobivia GroupeWe choose our partnerships on the basis of their relevance to our fields of activity. Our strategy is genuinely open and with a civically responsible, local focus.


Décider Ensemble seeks to forge closer links between the decision-makers and the people for whom the decisions are made. We encounter consumers who are responsible citizens, increasingly trained and informed, and who need to be more closely associated with the decisions taken by public authorities and companies.Mobivia Groupe is aware of the advantages of being a pioneer in supporting and involving civil society. But what are the benefits? What is the strategy and is it consistent?

Question from Bertrand Pancher,

President of the Décider Ensemble association

HOW DOES MOBIVIA GROUPE STRUCTURES ITS COMMITMENTS IN CIVIL SOCIETY?


/ ACTING WITHIN OUR SECTOR

First and foremost, we are playing a role in the global trend sweeping the independent automotive sector. We are defending the consumer's right to free choice, with brands which offer a genuine alternative to the network of manufacturers. Since the start of 2013, the group has supported the activities of the 'Libère Mon Auto' collective with the Council of State. These efforts have enabled new progress in lowering the price of body parts.

Our commitments are characterised by a desire to actually change the car industry. In order to reduce the emissions of pollutants, we have worked with other professionals in the sector to develop the 5-gas analyser.

In order to make environmentally-friendly cars accessible to all, we hold regular discussions with AVERE, which raises the awareness of local authorities to adopting approaches linked to power-assisted vehicles.

Together with France Nature Environnement, we are participating to produce a declaration on the subject of the place of cars regarding mobility in the widest sense.

/ PROMOTING ALL MODES OF MOBILITY

Although our activities have traditionally been based around the car, over the years we have evolved to consider mobility as a whole. The issues are societal and environmental, but also concern new mobility-related uses and behaviours.

It is in this context that the group cooperated in the Eco-Maires (Eco Mayors) guide dedicated to new modes of mobility: the guide is an overview, the purpose of which is to make elected politicians aware of sustainable mobility by offering them a concrete approach to the modes that can be included in their policies, in order to develop new ways of travelling for the citizens in their area.

/ GETTING CLOSER TO LOCAL PEOPLE

Mobivia Groupe is also playing a role in the development of local areas. In 2013, a specialist in online tyre sales, Oxyo-pneus.fr, developed its recruitment of home tyre fitters still further.

This initiative brings customers closer to the product and allows home fitters to be part of a dynamic network which creates jobs.

Similarly, Carter-Cash is continuing with its community garages initiative, providing entrepreneurs with industry-standard equipment to develop their car repair activities in complete safety.

REMAINING AT THE HEARTOF THE MOBILITY ECOSYSTEM

Mobivia Groupe has solid relationships with its partners, built on sincerity and transparency. We can only be considered legitimate by cooperating with the

various stakeholders in civil society and by ensuring that our contribution to the debate is in the interests of everyone.

For the first time, Mobivia Groupe was a partner in the World Forum Lille for a Responsible Economy.

Through conferences and workshops, the event reviewed some of the solutions for 'doing business, managing and consuming differently'. Mobivia Groupe presented a study into the 6 major forthcoming trends in the mobility of young people. Meanwhile, Altermove explained its 'healthy bike' project, which envisages treating chronic diseases from the perspective of mobility.

225 HOME TYRE FITTERS SPREAD ACROSS THE COUNTRY

7

TO DATE

F CUS

4948 MOBIVIA GROUPE - RAPPORT RSE 2013ENTREPRENDRE POUR QUE DANS LE MONDE LES HOMMES SOIENT DURABLEMENT MOBILES

78% OF BUSINESS EMPLOYEES WOULD LIKE TO PARTICIPATEIN THE SOCIAL AND ENVIRONMENTAL ACTIONS UNDERTAKEN BY THEIR COMPANY

(Survey OpinionWay, 2011)

95%OF PROJECTSSPONSORED

IN 201390%OF WHICH BY

NORAUTOEMPLOYEES

30%IN 2012

COMPAREDWITH

PERCENTAGE OF PROJECTS SPONSOREDDURING THE NEW TROPHIES SESSION

OF MARCH 2013

Once a year, the Norauto Foundation rewards the associations with trophies. Previously awarded during the 'Right Road' ceremony, these trophies are now handed out during an event entitled 'New Trophies', which covers the foundation's 3 main strategic priorities: environmental protection, road safety and supporting the elderly and disabled through mobility.

/ THE NORAUTO FOUNDATION: PROMOTING SOLIDARITY

AND RESPONSIBILITYIn 2013, the Norauto Foundation focused particularly on the involvement of its employees, by continuing to implement a project sponsorship system. This approach, launched in 2012, encourages project ownership and the development of civic sentiments.

Associations who wish to propose a project can be supported by the teams in the auto centres located in their area. This link between the company and the associations reinforces the supervision and involvement of both sides.

/ A GENUINE CULTURE OF SPONSORSHIP

For the Telethon 2013, Midas France raised €200,000 for the Association France-Myopathie. Teams and customers all rallied round this project, with the operation supported by the centres and €10 contributed for each 'Car Depollution Pack' purchased.

This year, Dr Laurent Servais, head of the clinical trials department at the AFM-Telethon Myology Institute, gave a speech during the Midas convention, in order to help the teams gain more understanding of rare diseases.

At Midas Spain, the Bebé Seguro operation is continuing, with 700 Bebé Seguro seats sold, compared with 676 in 2012. This operation will enable us to offer child seats with optimum safety at a low cost.

This focus on child safety is something common to all our brands, since Midas Italy is also renewing its partnership with the AISS (Italian road safety institute) for the Scooter Sicuro programme. It provides schoolchildren with a reminder of the main principles of road safety, covering both two-wheelers and the dangers of drink driving.

THE VIEW OFNICOLAS MARTIN,

General Delegate of the Norauto Foundation"The involvement of Norauto employees reflects one

of the foundation's deeply held convictions: the more of a local tenor the project has, the more likely it is to be

sustainable and supported. We thus invite our employees to sponsor the community projects we are supporting. It is fairly

simple to become a sponsor. Only 3 things are necessary: a desire to help, a willingness to forge a link between the centre

and the local community scene and the ambition to represent the Norauto Foundation with associations and their partners."

SECURINGCIVIC INVOLVEMENT

Patronage has always been in the group's DNA.It takes form in the Norauto Foundation, but also in a whole range of initiatives

implemented by the brands.

NUMBER OF PROJECTS SUPPORTEDAND SUMS ALLOCATED

BY THE NORAUTO FOUNDATION

PROJECTS266,000€43

PROJECTS

2013

2012247,000€31

2005 2006 2007 2008 2009 2010 2011 2012 2013

2.8MIN ASSISTANCE FOR

MOBILITYROAD SAFETYBIODIVERSITY

392PROJECTS

AMOUNT AWARDED BY THE NORAUTOFOUNDATION SINCE ITS CREATION IN 2005

55,000 BABY SEATS SOLD SINCE THE BEGINNING OF BEBÉ SEGURO OPERATION IN JUNE 2005

OVER

5150 MOBIVIA GROUPE - RAPPORT RSE 2013ENTREPRENDRE POUR QUE DANS LE MONDE LES HOMMES SOIENT DURABLEMENT MOBILES

All this data has been collected over the course of a tax year, running from 1 October 2012 to 30 September 2013.For questions of relevance, 'Group' includes (for the environmental indicators) all the commercial brands, excluding 'support' business units.

THE ENVIRONMENTASSESSMENT AND PERFORMANCE: SUMMARY OF THE INDICATORS OF SUSTAINABLE DEVELOPMENT

REFERENCES GRI OR ISO 26000 ENVIRONMENT INDICATORS MEASUREMENT

UNIT FIGURE 2012 SCOPE FIGURE 2013

GENERAL POLICY IN ENVIRONMENTAL MATTERS

26000: 6.5 ORGANISATION OF THE COMPANY TO TAKE INTO ACCOUNT ENVIRONMENTAL QUESTIONS

Business unit having implemented a charter / written procedure related to this topic Percentage 34.60% Group 43.50%

Business unit having a reference on this topic Percentage 34.60% Group 52.20%Number of meetings on this topic in one year Unit 35 Group 672

Sites covered by an Environmental Management System (EMS) Percentage 31.45% Group 31.21%

ACTIONS TO TRAIN AND INFORM EMPLOYEES CONCERNING ENVIRONMENTAL PROTECTION Personnel sensitised to environmental protection Percentage

94.97% Norauto (all countries) 41.78%

Group 39.98%

MEANS PROVIDED FOR PREVENTING ENVIRONMENTAL RISKS AND POLLUTION

Number of spillage retention trays ordered Unit 44 Group 86Number of anti-pollution kits ordered Unit 10 Group 205

Number of cleanings of sanitation systems and hydrocarbon separators Unit 388 Group 466

Total budget for trays, kits and cleaning Euro 746,718 € Group 297,072 €*POLLUTION AND WASTE PRODUCT MANAGEMENT

EN21, partially corresponding to EN12

MEASURES TO PREVENT, REDUCE OR COMPENSATE FOR WASTE PRODUCTS IN THE AIR, WATER AND SOIL

WHICH SERIOUSLY AFFECT THE ENVIRONMENTNumber of meetings on this topic in one year Unit 516 Group 280

MEASURES TO PREVENT, RECYCLE AND ELIMINATE WASTE

Business unit having implemented a charter / written procedure related to this topic Percentage 57.69% Group 65.00%

Number of meetings on this topic in one year Unit 47 Group 1056**Number of reprocessing subsidiaries for waste products Unit 18 Group 18

LIST OF RECYCLED WASTE PRODUCTS

Catalytic converters Unit 4419 Groupe 5637

Lead batteries Tonne 5232 Group 5347Oil Tonne 6059 Group 4391

Oil filters Tonne 569 Group 537Coolant Tonne 338 Group 370

Empty barrels Unit 6196 Group 4933Batteries* (amount for the 2011 calendar year

consolidation being done for 2012 data) Percentage 53.98% Group 77.57%

DURABLE USE OF RESOURCESRAW MATERIAL CONSUMPTION Paper Tonne 1371.142 Group 1357.339

ENERGY CONSUMPTION

Electricity KWh Over 52 millions Group Over 56 millionsNumber of meetings aiming to take steps

to improve energy efficiency Unit 14 Group 637**

Use of renewable energy / attention to total energy consumption Percentage 10.32% Norauto

(all countries) 11.75%

EN16 (base)

and EN17 (base)CLIMATE CHANGE

GREENHOUSE GAS EMISSIONS (GGE) Business unit having implemented a charter / procedure to reduce GGE Percentage 8% Group 8%

*Difference due to mass investments in cleaning up in 2012 / **Launch of programs specifically dedicated


SOCIALASSESSMENT AND PERFORMANCE: SUMMARY OF THE INDICATORS OF SUSTAINABLE DEVELOPMENT

All this data has been collected over the course of a tax year, running from 1 October 2012 to 30 September 2013.Only data related to training and the number of disabled employees is collected over a calendar year.

REFERENCES GRI OR ISO 26000 PEOPLE INDICATORS FIGURE 2011 FIGURE 2012 SCOPE FIGURE 2013 SCOPE

EMPLOYMENT

LA1 HEADCOUNT (FOR YEAR ENDING 30/09, LONG-TERM CONTRACTS AND SHORT-TERM CONTRACTS)

Total headcount 10,073 10,417 Group 10,424 Group

DISTRIBUTION BY AGE (FOR LATEST YEAR ENDING 30/09, LONG-TERM CONTRACTS AND SHORT-TERM CONTRACTS)

Employees under 25 20.07% France (except Via-ID) 22.55% Group

Employees 26 - 50 years old 70.29% France (except Via-ID) 70.70% Group

Employees over 50 7.64% France (except Via-ID) 6.99% Group

LA2 HIRING AND DEPARTURES DESIRED BY THE COMPANY (IN THE LAST 12 MONTHS OF THE YEAR ENDING 30/09)

Hiring 1523 Group 1379 Group

Departures desired by the company 710 Group 731 Group

REMUNERATION AND EVOLUTION Average reference salary (in euros) 22,954.83 € 23,107.46 € Group 23,253.29 € Group

WORK ORGANISATION

Permanent-contract employees working part-time 10.60% Group 10.90% Group

LA5 SOCIAL RELATIONS

ORGANISATION OF SOCIAL DIALOGUE Number of meetings on this topic over one year 57 Group 74 Group

LA4 ASSESSMENT OF COLLECTIVE AGREEMENTS Number of meetings on this topic over one year 41 Group 20 Group

HEALTH AND SAFETY

LA7 HEALTH AND SAFETY CONDITIONS AT WORK

Number of meetings on this topic over one year 64 Group 115 Group

Frequency of work accidents 0.0056%France (scope:

Norauto, Midas, Carter-Cash, Synchro Diffusion)

0.0051%France (scope:

Norauto, Midas, Carter-Cash, Synchro Diffusion)

Frequency of work accidents Group 0.0049% Group

LA9AGREEMENTS SIGNED WITH TRADE UNIONS OR

PERSONNEL REPRESENTATIVES CONCERNING HEALTH AND SAFETY AT WORK

Number of meetings on this topic over one year 48 Group 17 Group

TRAINING

Annual rate dedicated to training 3.57 France (scope: Norauto) 3.10 France (scope: Norauto)

No. of hours / employee / year32 France (scope: Norauto) 34.7 France (scope: Norauto)

LA10 33.3 Group

LA13 EQUAL TREATMENT

Rate of feminisation for total employees 19.60% 19.01% Group 18.30% Group

Number of disabled employees Over 150 France (scope: Norauto) 174 Group

SOCIETALRÉFÉRENCES GRI

OR ISO 26000 SOCIETY INDICATORS FIGURE 2011 FUGURE 2012 SCOPE FIGURE 2013 SCOPE

EC1 (base) PARTNERSHIPS AND SPONSORING (of associations, local and national public or para-public bodies)

Donations made by the Norauto Foundation 247,000 € 266,000 €Donations made by Mobivia Groupe 190,750 € 179,430 €

HR2 (base) SUBCONTRACTING AND SUPPLIERSIN THE CONTEXT OF SUPPLIER AND SUBCONTRACTOR

RELATIONSHIPS, CONSIDERATION OF THEIR SOCIAL AND ENVIRONMENTAL RESPONSIBILITY

Number of supplier audits carried out (social, environmental and quality audits) 92 Group 81 Group


We wish to thank all the employees, franchisees and partners who contributed to the production of this report.

We particularly wish to thank the Stakeholders who agreed to assist us in our reflection and help us develop our analysis of increasingly responsible mobility.

Design: Concepts et Signes - Editing: Mobivia Groupe - Yonnel Poivre-Le Lohé - MIK Partners - Translation: Nord Traduction Photo Credits: © Cyril Bruneau, © Philippe Houzé, © Aurélie Evrard, © Olivier Rolfe, © Getty images, © iStock, Mobivia Groupe January 2014

Contact : Mobivia GroupeCS 7022559812 LESQUIN CedexFranceTél: +33 (0)3 20 60 74 74

Do not hesitate to send your comments and suggestions to this email address: [email protected]

The electronic version of the Mobivia Groupe 2013 CSR, "BUSINESS INITIATIVES TO MAKE PEOPLE SUSTAINABLY MOBILE AROUND THE WORLD" is available on our website:


http://http://www.mobiviagroupe.com/en/

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BUSINESS INITIATIVES TO MAKE PEOPLE SUSTAINABLY … · business initiatives to make people sustainably mobile around the world. 6 activities and 12 brands geared ... of its csr vision: