Saint-Gobain // Universal Registration Document 2021

2 Strategy Saint-Gobain’s vision: to be the worldwide leader in light and sustainable construction SAINT-GOBAIN UNIVERSAL REGISTRATION DOCUMENT 2021 53 Saint-Gobain’s vision: to be the worldwide 2. leader in light and sustainable construction Saint-Gobain wants to be the worldwide leader in light and sustainable construction, which improves everyone’s daily life with its high performance solutions. The Group aims to continue its growth and become leader in most of its markets, by outperforming its competitors. This ambition implies, through its values, actions and commitments, transforming the market and guiding change, becoming a reference for all its stakeholders: its employees, its professional customers in the construction and industrial sectors, its end consumers, regulators or local communities, the media and citizens. Being a leader also means being a pioneer and paving the way for others, constantly innovating with and for the entire ecosystem in which Saint-Gobain operates. of natural resources and the production of waste) while maximizing its virtuous impact across the entire value chain (for example by reducing GHG emissions over the entire life cycle of its solutions, by making it easier to modify, dismantle or repurpose buildings, and by allowing gains in all types of comfort, or by increasing the productivity of the Group’s customers and all professionals). The Group’s value proposition is reflected in the marketing of alternative solutions to traditional construction, through lighter products and construction methods that are both more sustainable and more efficient, minimizing the footprint of Saint-Gobain’s operations (notably through the reduction of CO2 emissions in logistics flows and industrial processes, or the reduction in the consumption Saint-Gobain’s continued growth is achieved through the “Grow & Impact” strategic plan announced at the end of 2021 (see in this chapter, section 2). It is based on solid foundations: meeting the objectives of the “Transform & Grow” plan over the period 2019-2020 had helped transform the Group into an organization focused on speed and rapid execution, thanks to a simplified structure and governance, focusing on the local level, with faster decision-making processes and the systematic promotion of a culture of trust and collaboration (see in this chapter, section 3.5). Saint-Gobain is now also a clearly customer-oriented Group: this is reflected in the focus on customer experience. Capitalizing on this momentum, Saint-Gobain has objectives for the period 2021-2025 (1). 3 to 5% 2021-2025 9 to 11% 12 to 15% ~ 1.5% Previous years ~ 7% ~ 10% Organic growth Operating margin Return on capital employed (ROCE) These initiatives serve an ambition that translates into long-term objectives concerning the Group’s market position: Saint-Gobain's long-term objectives in terms of geographic exposure (as a percentage of Group sales) 25% Emerging countries 20% North America Western Europe 55% Saint-Gobain's long-term objectives in terms of markets (as a percentage of Group sales) 80% 20% Local Global (1) Assuming the absence of a major economic crisis.