Credit Agricole S A : 2023 Universal Registration Document registered with the AMF under number D.24-0156 (format

• ABOUT CRÉDIT AGRICOLE S.A.

A solid player

A profitable player, offering an attractive return on investment

A committed player

Credit Agricole Group business model

Crédit Agricole S.A. business lines at 31 December 2023

Highlights 2023 History

Information on the share capital and shareholders Stock market data

• NON-FINANCIAL PERFORMANCE

The business model Non-financial risks ESG strategy Management of ESG risks Results

Limited assurance report from one of the Statutory Auditors on a selection of Crédit Agricole S.A.'s non-financial performance indicators as for the year ended December 31, 2023

Report of one of the Statutory Auditors, appointed as independent third party, on the verification of the consolidated non-financial statement

• CORPORATE GOVERNANCE

Report of the Board of Directors

Additional information on Corporate Officers Information on executives and management bodies Reward policy

Rules of procedure of the Board of Directors

Mr Chairman,

what is your view on 2023?

DOMINIQUE LEFEBVRE

First of all, I would like to mention the geopolitical context, characterised by the return of regional conflicts with a high rate of mortality, as we witness the war between Israel and Hamas and the continuation, and even escalation over these past months, of the conflict between Russia and Ukraine. As you know, the Group is present in this country via CA Ukraine, which is the 10th largest bank there. I would like to pay tribute to the exceptional efforts of our employees who are facing this conflict with a courage and determination that we must admire. Although the outcome of this conflict remains uncertain, our goal is to look to the future with our teams, in order to help rebuild the country, when the time is right, and further support the financing of the local economy.

On the economic front, the past year was marked by a clear slowdown. Inflation proved to be higher than expected, leading the central banks to hike their rates at an unprecedented pace, creating shocks that have propagated and are already producing effects in the sectors most sensitive to interest rates, above all real estate. It should nevertheless be noted that the economic trajectories are more positive at the beginning of 2024, with a lower level of inflation and interest rates having likely reached a ceiling. However, the central scenario is based on sluggish growth, forcing us to manage our financial indicators as carefully as possible, even though the Group's solvency situation remains one of the best in the sector.

On the environmental front, we see that we are not on a trajectory - indeed far from it - that would contain global warming to the +1.5 degree target. That said, the positive message to take away is a real awareness of the need to transform our societies. In this sense, Crédit Agricole has taken a proactive approach for several years now in order to contribute to the decarbonisation of the economy and the advent of renewable energy.

Mr Brassac, can you tell us about Crédit Agricole S.A.'s performance in this context?

PHILIPPE BRASSAC

2023 earnings were at a very good level, at €6.3 billion, up +19.6% from 2022. They result from the strong commercial and financial performances of all of our business lines.

The contrast between the lacklustre environment and our development momentum highlights the strength of our model and our principles of action that are closely aligned with the expectations of our customers and the societal transitions.

Our model derives its strength and resilience from a two-level architecture: on the one hand a customer-focused universal banking model, which is built on a relationship covering all the financial needs of our customers, supports the development of our business lines; on the other hand, each business line has the inner ability to develop in a complementary way, in other territories, through organic growth that is regularly rounded out by external growth transactions. Thus, in 2023, the Group

acquired the leasing activities of ALD and LeasePlan in six countries, Sudeco - a property management specialist, 65% of the non-life and creditor insurance activities of Banco BPM, a majority stake in Degroof Petercam's wealth management business, as well as the investor services business of the Royal Bank of Canada in Europe. In addition, the Group finalised the integration of FCA Bank, renamed CA Auto Bank.

Our Raison d'Être - working every day in the interest of our customers and society - leads us to undertake our development as closely in line as possible with the needs of all our customers, from the most modest to the wealthiest, from very small businesses to large corporates. This ongoing adaptation is the source of continually renewed development, as illustrated in 2023 by the strong demand from our customers for our car financing activities: car leasing with buyback option and long-term car rental in connection with the boom of hybrid and electric vehicles, as well as the support provided to many of Crédit Agricole CIB's customers in their investments with the objective of decarbonising their activity.

Our financial results underpin our very high level of solvency of 17.5% for the Crédit Agricole Group, and of 11.8% for Crédit Agricole S.A. This strong financial performance will enable us to continue our development momentum in 2024.

• CRÉDIT AGRICOLE S.A.| Universal Registration Document 2023

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.

Mid-way through

the Medium-Term Plan, what interim results can be noted?

PHILIPPE BRASSAC

In June 2022, the date we announced our Medium-Term Plan, we started from the basis of an opaque short term and a paradoxically clearer long term to determine our action plans: to resolutely move forwards in our core businesses while speeding up support for the transitions. The changing context reinforces us in the relevance of this analysis and the choices that had been announced. We therefore are maintaining the course that we had set.

In terms of the operating implementation, we note a good level of progress for the three projects of our Medium-Term Plan. To illustrate this, we can mention:

• for the Customer Project, the acquisition of 1.9 million new customers;
• for the Human-Centric Project, the roll- out of training to help develop employee empowerment or even our management of HR mobility, as an example, resulted in us being awarded the title of Top Employer by LinkedIn;
• for the Societal Project, the start up of our two new business lines, Crédit Agricole Transitions et Énergies and Crédit Agricole Santé et Territoire (Healthcare and Regions), in which the structures and teams are now operational.

Mr Chairman, how can this performance serve our customers and society?

DOMINIQUE LEFEBVRE

The Group, based on mutualist values, has been built by accompanying the major transformations of society. More than ever, our purpose is to support our customers through an approach that is both useful and provides protection, now and in the future, with offerings adapted to their needs. Our performances enable us to do this and are reflected by the reinvestment of the two- thirds of our profit in the economy.

When faced with unexpected events, the Group has the capacity for very rapid mobilisation: this was demonstrated during the Covid period in the deployment of the State-guaranteed loans, and is also proven on a regular basis in the event of natural catastrophes. This was also the case during the city riots in June 2023, through its insurance that provided significant compensation to our customers and in protecting the employees and branches.

Crédit Agricole continuously develops an inclusive approach by proposing accessible offerings for all, with the EKO offers and electric car renting from €100 per month.

Concretely, in the real estate sector, the unprecedented speed of the rise in interest rates highlighted the protective aspect provided by our fixed rate financing. Furthermore, to help new borrowers in this current context of high rates, we implemented a measure to double zero- interest-rate loans.

Our capacity to adapt also enables us to anticipate future investment needs. In the face of climate change, which represents a major planetary challenge, we have deliberately chosen through our guidelines to be part of these transformations that our societies must make. Crédit Agricole has committed to pro-actively focus its investments on green energies, as well as on energy efficiency and to support the transitions of all players. This is the purpose of the works launched by the Group since the adoption of a climate strategy in 2019, the publication of trajectories in line with the Net Zero Banking Alliance for five initial sectors in December 2022 (oil and gas, electricity, auto, commercial real estate, and cement), rounded out and strengthened by the same approach for five new sectors in December 2023 (aviation, maritime, residential real estate, agriculture, steel).

In addition, in light of an ageing population, we have decided to create a new business line, Crédit Agricole Santé & Territoires, dedicated to improving access to healthcare and to supporting "healthy ageing".

Lastly, in order to actively support our customers in the agricultural and agri-food sectors in their transformation towards a competitive and sustainable system, Crédit Agricole has rolled out financing and investment instruments. We are also finding innovative ways to support young farmers.

These actions demonstrate the Group's loyalty to its Raison d'Être to work in the interest of our customers and society.

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.

CRÉDIT AGRICOLE'S END IS TO BE A TRUSTED PARTNER TO ALL ITS CUSTOMERS:

Its solid position and the diversity of its expertise enable Crédit Agricole to offer all its customers ongoing support on a daily basis and for their projects in life, in particular by helping them to guard against uncertainties and to plan for the long term.

Crédit Agricole is committed to seeking out and protecting its customers interests in all it does. It advises them with transparency, loyalty and pedagogy.

It places human responsibility at the heart of its model: it is committed to helping all its customers benefit from the best technological practices, while guaranteeing them access to competent, available local teams that can ensure all aspects of the customer relationship.

With a strong cooperative and mutualist identity and drawing on a governance representing its customers, Crédit Agricole:

Supports the economy, entrepreneurship and innovation

in France and abroad: it is naturally committed to supporting its regions.

Takes intentional action in societal and environment fields by supporting progress and transformations.

Serves everyone: from the most disadvantaged to the wealthiest households, from local professionals to large international corporates.

This is how Crédit Agricole demonstrates its usefulness and availability to its customers, and the commitment of its 154,000 employees to excellence in both customer relations and operations.

• CRÉDIT AGRICOLE S.A.| Universal Registration Document 2023

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.

REGIONAL BANKS

11.8M mutual shareholders who hold mutual shares in the

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.

Crédit Agricole Group's universal customer-focused banking model is based on the close association of its retail banks with its specialised business lines. The Regional Banks, LCL and our international retail banks are at the heart of this model, based on recognised know-how in the distribution of all the financial products and services developed by the Group to all types of customers in France and internationally.

This model underscores the commitment of Crédit Agricole Group and its specialised subsidiaries to be the trusted partner of all of its customers and to cover the full breadth of their needs: financing, payment instruments, insurance, savings management, real estate, international expansion, energy transition support and technology services.

All of these services and skills are offered in a close relationship based on the Group's retail banks in France (Regional Banks, LCL, BforBank) and internationally (including Crédit Agricole Italia and

CA Bank Polska etc.). The contacts maintained by employees and elected representatives of Local and Regional Banks in the field provide solid knowledge of customers and their problems over the long term. This understanding of the expectations and needs of customers, together with the strength of the Group's networks, enable Crédit Agricole S.A.'s specialised business lines to constantly improve their offerings and their competitiveness.

This universal and customer-focused model demonstrated its strength, resilience and usefulness to all stakeholders, including during the unprecedented events of the last three years. The Group was thus able to support all of its customers through the difficult times, but also seize the opportunities of recovery. Such experience also serves to underscore the value of the Group's project, implemented in 2019, which focuses on customers, people and society, and which has been formalised in a ten-year vision plan for Regional Banks, and in Crédit Agricole S.A. strategic plan "Ambitions 2025" launched in June 2022.

The Crédit Agricole Regional Banks are cooperative entities and fully fledged banks that have a leading position in all their retail banking markets in France. With 21.1 million individual customers, the Regional Banks account for 24.6%(1) of the French household bank deposit market and 24.1%(2) of the French household credit market. They are leaders in the retail market of individuals above 18 years old (source: Sofia Kantar TNS 2022), in the retail market of individuals under 18 years old (source: Baromètre Jeunes 2022

CSA), the agricultural market (84% market share; source: Adéquation 2023), SMEs and small businesses (24% penetration rate; source: Pépites CSA 2021-2022), and in second place on the corporate market (38%; source: Kantar 2023).

The marketing of products and services covering the financial and wealth management needs of their customers is based on a network of nearly 5,500 branches, about 5,000 Relais CA installed at small retailers and a full range of remote banking services.

1. Source : Internal data (December 2023)
2. Source : Internal data (December 2023)

• CRÉDIT AGRICOLE S.A.| Universal Registration Document 2023

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.

8,250

branches, including

Number 1

insurer in France

Source: L'Argus de l'assurance, 13 December 2023 (data at end-2022)

6,750

in France, Regional

Banks and LCL

11.8

million mutual shareholders

Number 1

retail bank

in the European Union

Based on number of customers

10th

largest global bank by balance sheet size

Source: The Banker 2023

Number 1

cooperative mutual bank in the world

Source : The 2023 World Cooperative Monitor, January 2024 (in revenues)

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.

• CRÉDIT AGRICOLE S.A.| Universal Registration Document 2023

REFER TO THE GLOSSARY ON PAGE 868 FOR THE DEFINITION OF TECHNICAL TERMS.