d50 Rapport Sociale 2018 e

Here
2018 Social and Cooperative Responsibility Report

1. Members
and clients
2. Our co-op
and its 30
Table of contents governance
Our approach.............................................................3
Highlights................................................................... 8
Message from the President and CEO .............. 9
GRI content index.................................................. 94 11

3. Employees 4. Communities
55
41
5. Responsible
finance
6. Climate
82
69
Our approach
Our approach | Highlights | Message from the President | Members and clients | Our co-op | Employees | Communities | Responsible finance | Climate | GRI | Table of contents
Our approach
Robust reporting | GRI 102-40 | 102-42 | 102-43 | 102-44 | 102-46 | 102-47
Ensuring transparency and creating value for society and our members and clients
Our Social and Cooperative Responsibility We monitor global developments in non-financial CDP (formerly the Carbon Disclosure Project), and
Report illustrates how environmental, social and reporting closely, and 2018 marks our 15th year our greenhouse gas (GHG) emissions have been
governance (ESG) criteria are gradually being publishing this report. In 2007, we adopted the GRI independently audited by PricewaterhouseCoopers
integrated into everything we do at Desjardins. methodology to ensure transparent, robust and LLP (PwC) as part of a limited assurance engagement
Prepared in accordance with the Core option of comparable non-financial reporting. GRI is a global for Scope 1, 2 and 3 GHG emissions. To learn more,
the Global Reporting Initiative (GRI) Standards, this standard for the finance sector. By publishing this read PwC’s report.
non-financial report highlights our commitment to report along with our financial results, we’re moving
At Desjardins, social responsibility goes hand in
meeting the ever-changing needs of our members towards integrated reporting, as endorsed by the
hand with our mission and cooperative values. It’s
and clients and acting in accordance with our International Integrated Reporting Council. Because
an integral part of our strategic plan that helps us
cooperative values. Our focus on personal and climate change is our environmental priority, we’ve
enrich the lives of people and their communities,
community development is our way of driving integrated the reporting recommendations of the
create value and drive performance for our members
sustainable and responsible economic growth. Task Force on Climate-related Financial Disclosures.
and clients.
We comply with the reporting requirements of
2018 Social and Cooperative Responsibility Report | 3 |

Our approach
Stakeholder survey
A unique consultation
In 2017, we conducted a materiality analysis on our The survey confirmed that our priorities are in In 2018, we created the ESG Steering Committee
sustainable development priorities according to GRI line with stakeholders’ overall expectations and comprising senior managers from the business
standards, which is still topical in 2018. We surveyed strengthen our leadership position in the energy sectors and support functions to review issues from
1,700 stakeholders to get a comprehensive look at transition and the fight against climate change. an ESG standpoint and advise Desjardins Group’s
their concerns regarding sustainable development. We plan to conduct a stakeholder survey at least senior management and Board of Directors. The
We started by analyzing and discussing topics every 4 years and use the results in our Social and committee is supported by a team of ESG experts.
internally to narrow it down to 20 focus areas, which Cooperative Responsibility Report. We also continued our dialogue with stakeholders.
were then organized according to the results from For instance, we surveyed members through AccèsD
each stakeholder group. on data protection, and we surveyed local caisse
chairs and general managers on a Desjardins-wide
The online survey was sent to: ban on certain single-use plastic products.
1,005 500 157 15 11 4 4 4

employees officers caisse general business civil society government board senior
(including managers and community organizations representatives members executives
members of business centre representatives
our Youth managers
Advisory Board)

Our approach
Materiality analysis
Products and services
1. Cooperative and financial education
of members and clients
2. Socially responsible products and services

2 12 3. Environmentally responsible products and services
Workplace relations
élevée
1
High priority
16 20 4. Employee skills development and training

Priority level for external stakeholders
3 5. Equality and diversity in the workplace

Priorité
13 6. An inspiring, motivating and secure work environment
Environment
7. Alternative transportation
14 8. Climate change
8
17 11 9. Energy efficiency
10. Environmentally-friendly waste management
19 Member/client relations
11. A distinctive member/client experience
Mediummoyenne
priority
18 12. Privacy protection

6
13. Effective governance
5
Community relations
Priorité
15 14. Individual and collective entrepreneurship

9 4 15. A greener and more unified economy
7
16. Economic value for communities
10 17. Community commitment and investment
Structure and processes

Medium priority High priority
18. Responsible supply chain
Priority level for internal stakeholders 19. ESG risks
20. Ethics, integrity and compliance

Our approach
Social and cooperative Overview

The table below lists the key sustainable development indicators for our 20 focus areas, based on the results of the
responsibility stakeholder survey. It provides an overview of Desjardins’s performance in all 20 areas. Details for each topic are presented
throughout the report.
Focus area Indicator 2018 2017
Products and services
Cooperative and financial education of members and clients Investments in cooperation and financial education (in $M) 7 8
Socially responsible products and services Number of people who received assistance through the Desjardins Mutual Assistance Fund 22,203 19,242
Number of Green Program products and services, including
Environmentally responsible products and services 28 18
SocieTerra funds and responsible investment ETFs
Workplace relations
Employee skills development and training Proportion of payroll invested in training and skills development (as a %) 2.90 2.65
Equality and diversity in the workplace Female representation in executive roles (as a %) 59.0 57.5
An inspiring, motivating and secure work environment Permanent employee retention rate (as a %) 93.9 94.6
Environment
Alternative transportation Number of employees in the Alternative Transportation Program 8,827 8,386
Total GHG emissions (in metric tons of CO2 equivalent) 59,290 46,019
Climate change
Carbon footprint (in metric tons of CO2 equivalent/m2) 0.0282 0.0216
Energy efficiency Energy intensity (in gigajoules/m2) 0.88 0.88
Environmentally-friendly waste management Recycling/recovery/composting ratio (as a %) 62.76 62.01
Member/client relations
A distinctive member/client experience Number of members and clients involved in the net promoter score 370,000 308,000
Privacy protection Proportion of employees trained on data protection (as a %) 93.0 96.0
Effective governance Director representation index in terms of the age and gender of members (as a %) 92.6 92.0
Community relations
Individual and collective entrepreneurship Investments to support entrepreneurship (in $M) 5.0 4.3
Investments and financing to support the renewable energy sector (in $B) 2.33 2.15
A greener and more unified economy
Number of non-profit organizations that are Desjardins members 46,450 41,713
Economic value for communities Redistributions to members and the community (in $M) 389 320
Community commitment and investment Ratio of member and community redistributions to surplus earnings before member dividends (as a %) 16.7 14.9
Structure and processes
Value of purchases from suppliers that have been evaluated
Responsible supply chain 800.0 720.4
based on sustainable development criteria (in $M)
Environmental, social and governance (ESG) risks Volume of assets subject to positive or negative ESG screening* (in $B) 93.5 90.3
Ethics, integrity and compliance Proportion of employees and directors trained on conflict of interest management (as a %) 84.2 50.6
* Desjardins assets and assets managed by Desjardins for third parties.

Our approach
UN Sustainable Development Goals

and Paris Agreement
Our contribution
Cooperatives and mutuals around the world have committed to supporting the
UN Sustainable Development Goals.
This report also presents:
• Our contribution to achieving these objectives, which include eradicating poverty, reducing inequality and
protecting the planet
• Our contribution to the Paris Agreement to reduce our carbon footprint and adapt to climate change
• Our new products, services, activities and commitments that reflect the pride we take in enriching the lives of
people and communities
This report is primarily for our members and
clients and their communities. As such, the
information is organized by their areas of interest
and their sustainable development concerns.
Note to readers
The letters M and B stand for millions and billions, e.g., $5M means $5 million and $2B means $2 billion

Desjardins Group highlights

(As of December 31, 2018)
Over 3,779 More than
7 million directors 46,200

members and clients employees
$389 million Our first-ever

$100 million
given back to climate-related
fund for community
members and disclosure development
communities
$2,326 $295.5
17.3% billion
Tier 1A capital ratio million in assets
in surplus earnings

Message from the President and CEO
Doing what’s best for

Now that we’re one big team, we’re one of Canada’s leading
property and casualty insurers.
our members and clients: And thanks to everyone in the Ontario caisses, in our business
sectors and support functions and at Aviso Wealth, Desjardins is
Always the right choice now a major player in the Canadian financial services industry.
As President of Desjardins Group, I’m very proud of our Well-deserved financial results laying
2018 results and achievements. Our membership has grown, the groundwork for the future
especially among young people. Our satisfaction ratings—as
measured by our net promoter scores—are up. And our ongoing Our outstanding financial results are a direct result of our
efforts to build a strong member/client culture are driving up a commitment to doing what’s best for our members and clients.
number of other indicators. In 2018, our operating income grew 7.2% to $16,576 million,
while our surplus earnings rose $175 million to $2,326 million.
Our entire cooperative financial group is committed to doing
what’s best for our members and clients, and that’s a game Thanks to this strong performance, we’re investing more in
changer. We’re updating our management and business talent acquisition, employee training, service upgrades and
practices so members and clients get the advice, products and our digital shift—all things that will help us better serve our
Guy Cormier services they need to achieve optimal financial health. members and clients.
President and CEO of
At the same time, we’re working hard to make it even easier for
Desjardins Group
members and clients to do business with us. Our innovative Growing a responsible,
apps, products and services make their lives easier, and we’re sustainable economy
helping them do more on their own. Meanwhile, we’re giving
Our financial strength also enables us to do more to grow
our frontline employees the tools they need to better assist
a responsible, sustainable economy—one of our strategic
members and clients at major life events.
priorities. It allows us to expand our financial literacy programs
We’re changing the way we pay member dividends as well. and launch and support more initiatives that will have a lasting
Starting in 2019, more weight will be given to the business impact on our communities.
relationship members have with all of Desjardins.
All across Canada, we’re also doing more to support entrepreneurs
and community initiatives. We’re doing it through our Desjardins
One big nationwide team Business centres, Desjardins Capital Management Inc., our
Créavenir and Desjardins Microcredit to Businesses programs,
I’m also proud of the way we brought our State Farm agents
and our $100 million fund.
into the Desjardins fold. When they joined us in early 2015, we
were able to create our new Desjardins agent network much We’re also doing it through new initiatives like the Momentum
faster than we anticipated. Fund, which provides financial assistance to grow local businesses
and create and keep good local jobs.
Throughout this transition, agents across the country maintained
their longstanding business relationships with clients and kept At the same time, we’re supporting the transition to clean energy
their trust. We can’t thank them enough. by incorporating environmental, social and governance criteria
into all our business decisions.

Message from the President and CEO
And because more and more members and clients want to effect social and In addition to taking part in our existing decision-making bodies, caisse directors
environmental change through their financial choices, last year we doubled the and general managers will also participate in the new community collaboration
number of responsible investment (RI) funds we offer. We now have Canada’s groups and Desjardins Collaboration Forum to inform the organization’s decisions
largest RI fund lineup, with 22 different products. on priorities, products, services and community involvement.
But to tackle climate change effectively, we need to join forces with others. In
partnership with Hydro-Québec and AddEnergie, we’re installing 200 new charging Acknowledgments
stations across our caisse network by 2021—just one way we’re encouraging the
Our new bylaws introduce term limits for caisse board chairs. I’d therefore
use of electric vehicles in Quebec and Ontario.
like to thank all the chairs who will be leaving their posts at their caisses’ next
Finally, we’re following the recommendations of the Task Force on Climate-related annual general meetings. I also want to thank all the members of the boards of
Financial Disclosures and including a climate-related disclosure in our social and supervision, which were eliminated in 2018. Thank you for your service.
cooperative responsibility report starting this year.
I’d like to thank all our employees and elected officers as well. Your hard work
and commitment to doing what’s best for our members and clients is really
Modern, people-focused democratic governance paying off.
I’m also very proud of all the work we’ve done to update our governance structure. Together in 2019, we’ll continue to build a strong member/client culture, showcase
In 2018, we instituted a number of changes based on the decisions we made at our cooperative difference and harness the full potential of our cooperative group.
our 23rd Congress.
With these changes, we’ll have a modern, people-focused governance structure.
A governance structure that makes us more agile as an organization and
strengthens our ties with members, clients and communities. A governance
structure that empowers everyone at Desjardins to do what’s best for our
members and clients. Guy Cormier
President and CEO
In today’s increasingly complex world, we’re bombarded with information on all of Desjardins Group
sides. That’s why we’re updating the role of director. All our boards of directors
now have enhanced group profiles, and directors must complete mandatory
training to ensure boards have the requisite skills to fully grasp the challenges
they face. These changes will also help us carry out initiatives that are meaningful
for our members, clients and communities.

The Desjardins Foundation

1. Members and clients helped over
188,000 young
people
stay in school and succeed
academically
More than
75,000 young
adults
took the Personal Finance:
I’m in Charge!®
classroom course
We sponsored a number of
initiatives that encourage
young people to
start their own
business
1. Members and clients
1.0 Members and clients

Doing what’s best for our members and clients
At Desjardins, we’re committed to doing what’s best for our members and clients. We help them take charge of their finances by offering financial
education programs and personalized support.
We also use innovation and the shift to digital to enhance the member/client experience while continuing to build personal relationships and become
more simple, modern and people-focused.
We’re here for everyone. That includes young people, entrepreneurs and immigrants in communities large and small. We believe it’s a privilege to
help people from all walks of life achieve their goals.
1.1 Innovations that make life easier Silver Award for the AccèsD Assistant
Delivering a better online experience We won the Silver Award for our AccèsD Assistant in an
Members and clients deserve an outstanding experience on our web and mobile platforms. international competition organized by the European Financial
They’ve told us they want to do more online, and they’re using our online services more and Management Association. The competition recognizes
more all the time. We regularly review our website architecture to improve navigation and innovation in financial services marketing and distribution.
provide a seamless experience on the web and mobile versions of our sites.
Open an account online Renew a mortgage from Get non-sufficient funds View insurance Get paid in a flash
the comfort of home (NSF) alerts information anytime with Interac
Individuals and businesses
can now open an account Desjardins members can Members can sign up to With the updated Business members can now
online in both the web and now renew their mortgage get alerts when they don’t Desjardins Mobile Services accept payments online
mobile versions of AccèsD 100% online and get phone have enough funds to cover app, clients can see all their with Interac. It’s great
and AccèsD Affaires without support if they need help. a preauthorized payment so Desjardins home and auto for things like collecting
stepping foot in a caisse. they can avoid NSF fees. insurance products and get rent and getting paid for
an insurance quote. professional services.
These time-saving innovations also save members

and clients trips to the caisse, which helps lower
greenhouse gas emissions.

Sending severe weather alerts with RadarTM 1.2 E

xclusive services and
advantages
With RadarTM, a new free feature in the Desjardins Insurance
Home-Auto app, users can get personalized weather alerts. Most
weather apps give local forecasts, but RadarTM lets users know if
there's a risk of severe weather within 500 metres of one of their pre-
selected addresses. Users just choose which weather events they
want to get alerts for, such as hail, heavy rain, high winds, tornadoes and hurricanes.
Extreme weather is becoming more common with climate change, so we’re helping
protect people and their property.
For personal members

Our members enjoy all kinds of exclusive perks we call Desjardins
Desjardins Insurance/The Personal app Member Advantages.
rated #1 mobile insurance strategy • About 20 discounts, rebates and exclusive rates on financial products
The Desjardins Insurance/The Personal mobile app tied for first in the Mobile and services for individuals, including many for young people.
Insurance Strategy category and came in second in the Mobile Insurance App
category in PTOLEMUS’s North American rankings. • About 30 exclusive offers and privileges valid for goods, services
and major events like the Festival d’été de Québec and the Grand
défi Pierre Lavoie, with more added all the time.
• Member events and activities put on regularly throughout the
Focusing on more than just financial health caisse network.
Here are just a couple of our innovative health solutions.
• 4 assistance services: Identity Theft Assistance, Estate Assistance,
Travel Assistance and Roadside Assistance® for members under
Financial Health and Well-being Zone 25. These services are just another example of our cooperative
commitment to member well-being.
The Financial Health and Well-being Zone on www.desjardinslifeinsurance.com
was specially designed to help members and clients take charge of their health. ® Desjardins Roadside Assistance is a registered trademark of Desjardins Financial
Security Life Assurance Company used with permission by Desjardins General Insurance
It features quizzes, tips and advice to help them plan a prosperous future, reduce Inc. This program is administered by Assistel Inc.
financial anxiety and improve their overall wellness. It also offers financial advice
tailored to member and client needs, as well as health tips from our partners—the
Canadian Cancer Society and the Heart and Stroke Foundation.
For business members
Our business members have access to 15 exclusive advantages
Enhanced critical illness coverage to help them manage their business. That’s on top of our
advantages for personal members. They’re tailored to
Cancer rates are on the rise. That’s why our critical illness insurance now covers all businesses of all sizes and include a welcome kit and special
forms of cancer to help patients pay the bills. offers for payment, financing, insurance and savings solutions.

1.3 Support for cooperation and education

Financial and cooperative education Management approach | GRI 103-1 | 103-2 | 103-3
Financial education has always been central to Desjardins’s mission and critically important for members and clients. We help design and deliver financial and cooperative
education programs for individuals and communities. Some of these programs are developed and presented in partnership with education and consumer protection
advocates in Quebec and Ontario.
In 2018, Desjardins invested $7 million in programs to foster healthy financial habits, financial wellness and
financial literacy.
We have a financial education policy that informs our education initiatives, guides our financial education efforts and incorporates financial education into our business
practices. Mechanisms are also in place to ensure these programs are updated regularly.
We evaluate participant satisfaction with our financial education programs like Personal Finance: I’m in Charge®. It is however difficult to measure the long-term
effects of our programs on the financial health of individuals and businesses.
For students and young people

Supporting students | GRI FS16
Desjardins Foundation
Helping young people stay in school and pursue an education

The Desjardins Foundation is the philanthropic arm of Desjardins. Its mission is to help young people
stay in school and succeed academically. The Desjardins Foundation:
• Awards scholarships
• Gives grants to support special projects benefiting young people
• Provides direct assistance to young people through partner organizations
• Gives parents tools to support their children throughout their schooling
In 2018, the Desjardins Foundation :
Awarded $2.4 million to help Supported over 188,000 young people

young people succeed in Quebec and Ontario

#DesjardinsFoundation Prizes Other partnerships

Through the #DesjardinsFoundation Prizes, we award school and community leaders The Desjardins Foundation awarded $900,000 to 29 partner organizations
grants of up to $3,000 for projects benefiting preschool, elementary and high school that work to keep youth in school and help them succeed academically. These
students. Desjardins employees and directors vote on the winning projects. organizations worked directly with 72,000 young people in 2018. With our
financial assistance, these partner organizations also provide tools and support
In 2018:
to parents of school-aged children. 71,000 parents received support to help their
children throughout their academic journey.
• The Desjardins Foundation provided financial support for the new Alloprof Parents
279 projects $660,000 45,000 young people in Quebec website (available in French only), which offers a whole host of tools for parents who
supported awarded and Ontario impacted want to help their child succeed academically.
• It co-created with Alloprof Parents the keep-your-cool school kit, which gives
parents tools to support their children throughout their schooling.
As an extra incentive, schools with a school caisse can win an additional $1,000
by submitting a project with a financial education component. • It produced a pamphlet for young people entering the labour market that
contains information on labour laws and tips on achieving a work-school balance.
Scholarships The pamphlet was developed in conjunction with our partners at Éducaloi and
In 2018, the Desjardins Foundation handed out 446 scholarships totalling the Instances régionales de concertation sur la persévérance scolaire et la
$874,500 to Desjardins caisse members in Quebec and Ontario who are pursuing réussite éducative.
a post-secondary education.
The winners are all students who stand out in one or more of the following
categories:
• Obstacles overcome: We encourage students who have had to overcome obstacles
on their academic journey.
• Community involvement: We recognize young people who are active in their school
and community.
• Financial need: We support students who truly need financial assistance to continue
their education.
These scholarships are our way of recognizing the winners and rewarding them for
their hard work.
Introducing programming to 5- to 12-year-olds with Code MTL

Desjardins has teamed up with Code MTL, an initiative of the Fondation de la
Commission scolaire de Montréal that works to improve digital literacy among
students ages 5 to 12 through visual programming. Code MTL uses Scratch
educational software, which has been used by 15 million children around the globe
to create and share 40 million programming projects. Scratch was developed
by the renowned Massachusetts Institute of Technology in collaboration with
Montreal’s Playful Invention Company.

Teaching young people about money
School caisse | GRI FS16 Learning with Charly & Max

Since 1907, Desjardins has been working with parents Get Involved! | GRI FS16
and schools to educate children about saving. Charly & Max Get Involved! is a fun interactive game
Together we teach elementary students the basics of designed for kids ages 6 to 11. Children learn basic
saving, the economy and cooperation. cooperative and financial concepts through:
• A 50-episode web series
In 2018, 94,778 children in • Quizzes
1,466 schools were members • Surveys
of a school caisse. • Apps
The 2018 numbers for www.schoolcaisse.com speak 5,618 visitors played the game in 2018. More than a
for themselves: third of them played regularly, spending an average
of 7 minutes per visit.
66,470 9,148 new

521,900
unique online
page views
visitors enrolments
The site is full of activities, videos and games to:

• Help children become independent, responsible and
capable Student caisse and Finance Lab: By high schoolers, for high schoolers | GRI FS16
• Spark their interest in cooperative values Student caisses are like mini Desjardins caisses in high schools and are managed by student volunteers. The
program is currently operating in 45 high schools in Quebec.
• Foster their awareness of the importance of sound
financial management We’ve launched a new model that better serves the needs and goals of young people. Finance Labs are
associations set up in high schools that operate like cooperatives. They’re governed by boards of directors that
• Get parents involved in their child’s financial the members—the students of the school—elect at an annual meeting. Students at participating schools can:
education
• Learn about mobile payments in a secure setting
The site also features Calculo, a tool that has helped
nearly 16,000 young people set savings goals. • Start up business projects at school and get technical and financial support
For the 2017–2018 school year, we paid $265,939 • Experience what it’s like to be part of a democratically managed business
in youth dividends to 25,757 eligible school caisse As of December 31, 2018, 22 Finance Labs were in operation or being set up across Quebec. Nearly 16,000
members ages 5 to 12 in Quebec and 5 to 14 in Ontario. students had used Finance Lab services, and over 100 had served as a director.

A new way to save with My Savings Plan

My Savings Plan encourages about 1 million 13- to 30-year-olds to save. Young people set savings
goals, determine how quickly they want to achieve them and schedule regular transfers. If their
financial situation changes, they can always adjust their transfers online or on their mobile device.
They can also get personalized advice however is most convenient for them (at a caisse, online,
by phone, etc.). They get a competitive daily interest rate, an annual bonus and an additional
bonus if they meet their savings goal. If something comes up that derails their plan, they can get
their savings back, including any bonuses earned.
Financial literacy for young adults

Getting that first job is a big milestone for teens and young adults. As money becomes a priority,
they need a solid financial education to get them on the road to financial independence. In
2017, we launched a campaign and advisory approach for young people 15 to 17 and worked
with VRAK TV to produce educational content about managing finances, starting a post-
secondary education and entering the labour market.
Preparing for the future with Personal Finance: I’m in Charge® | GRI FS16
Personal Finance: I’m in Charge® is a distinctive, highly successful financial education program
For adults
for 16- to 25-year-olds and newcomers to Canada. It addresses such pressing issues as high
debt levels and peer pressure to spend. The program has 17 modules on topics relevant to Helping young adults manage their finances
young people. It’s put on by Desjardins-accredited trainers through a partnership between At Desjardins, we want to help young adults on their financial journey.
community organizations, schools and local caisses. That’s why we launched Basics + Fun + Dreams, a campaign that
The program also teaches young people how to incorporate social and environmental helps 18- to 30-year-olds set priorities based on their needs, wants
considerations into their personal finance decisions with a game called Le Responsable and goals. We also have a campaign to impress upon them the
created by Équiterre and Caisse d’économie solidaire Desjardins. importance of meeting with a financial security advisor, especially at
major life events.
2018 by the numbers:
Over $3 million The coolest financial institution

75,854 228 98 community
invested by the According to Leger’s 2018 Youth Study, millennials think
participants, participating and school
Fédération des Desjardins is the coolest financial institution in Quebec!
for a total of caisses in partners,
caisses Desjardins We’ve worked hard in recent years to communicate more
over 200,000 Quebec and including 4
du Québec and effectively with young people and offer products and
since 2013 Ontario CEGEPs
caisses services tailored to their needs.

Invest in the stock market Personalized videos on group Learning more about our cooperative
with Broker@ge 18-30 retirement savings difference at the Desjardins Corner
Broker@ge 18-30 is an exclusive offer by Desjardins Informational videos are available on the Desjardins The Desjardins Corner in the Complexe Desjardins
Online Brokerage (Disnat) that teaches 18- to 30-year- group retirement savings plan site. These videos in Montreal showcases our cooperative financial
olds, especially those interested in investing in the are the first of their kind in the industry to feature group and highlights our values, global reach and
stock market, about the importance of managing their member-specific information. Plan members get commitment to financial education and communities
finances. In 2018, 2,000 young people across Canada personalized recommendations on topics like setting at home and abroad. It offers visitors an interactive,
attended more than 40 seminars at universities and retirement goals, determining their investor profile multimedia experience featuring inspiring personal
other locations. Over 11,500 young people have and increasing their contributions. stories of innovation and creativity. Since it opened in
taken advantage of this exclusive offer since it was 2014, over 39,250 visitors from all over the world have
introduced in January 2016. Educating policyholders about risk prevention come for guided tours, talks, workshops, and special
events, including 10,500 visitors in 2018 alone.
On www.desjardins.com, we regularly post blog
Personal finance newsletters | GRI FS16
entries with helpful information on home, auto and
Nearly 1.5 million personal and business members business insurance.
receive a personalized Desjardins newsletter
These blogs are the most recent initiative in our
each month. These newsletters direct readers to
longstanding effort to educate policyholders about
www.desjardins.com for personal finance advice
risk prevention so they can protect their property. We
and action plans. The 128 participating caisses
also have web pages where they can read about:
and Desjardins Business centres can include local
information in their newsletters for members. • Prevention tips
›› To subscribe to the newsletter or check out our • The Tenant Challenge
personal finance advice, visit
https://www.desjardins.com/coopme. • Home, auto and business insurance
Boosting investment IQs with the

investment learning centre
To further the financial education of our members
and clients and help them make informed decisions
about their investments, Disnat holds more than 250
educational events each year. Videos, a calendar of
events and other information are available in the
online learning centre. These events are part of our
commitment to helping our members and clients
become better investors.

New entrepreneur members get exclusive financial offers and online tools included
with their welcome kit. Our experts are also happy to help them with the day-to-
day management of their business. Whatever the size of their business or the
stage it’s in (start-up, growth or transfer), entrepreneurs can get expert advice in
the Your Business section of www.desjardins.com.
While they’re there, they can also get information and advice on transferring a
business and doing business abroad.
For instance, we’ve put together a French-language guide titled Entreprendre et
conquérir le marché français to help entrepreneurs and investors looking to do
business in France. It covers the French banking system, reviews some economic,
legal and tax differences, and contains a wealth of information for Quebec-based
entrepreneurs.
The Desjardins International Gateway is a service available to help businesses in all
industries go global. It relies on a network of partners from around the world with
some 30 years of experience.
Encouraging young people to go into business
For entrepreneurs Helping local immigrant entrepreneurs
Tips and tools | GRI FS16 We’ve teamed up with the Regroupement des jeunes chambres de commerce
du Québec (RJCCQ) for the provincial government’s Immigrant Entrepreneurs in
With our vast network of experienced directors, we’re able to help entrepreneurs Regions of Quebec program. Desjardins and the Quebec government are each
set up governance bodies, such as boards of directors and advisory committees. investing $400,000 in this RJCCQ initiative, which aims to pilot a number of
Approximately 90 out of more than 250 potential directors are already active with trade missions across Quebec to help young immigrant entrepreneurs get up and
partner businesses. We also regularly post governance articles on social media. running so they can help grow their local economies.
We provide all kinds of assistance to entrepreneurs. In addition to supporting
programs at the École d’Entrepreneurship de Beauce, in 2018 we offered a 2-day Cultivating young entrepreneurs
boot camp for over 200 members and clients. We also foster entrepreneurship by We joined forces with 2 other finance leaders to launch Devenir Entrepreneur, a
connecting business owners who face similar challenges. major campaign that aims to inspire young people to start a business and help
Entrepreneurs have access to decision-making tools in the Tools and Tips for Your them get their business off the ground.
Company section on www.desjardins.com. These include interactive business and The initiative’s website, www.devenirentrepreneur.com/en, is a great resource for
marketing plans, the Billing and Expense Tracker and more than 60 fact sheets anyone who wants to know more about starting their own business, and it also has
on the business stages. Entrepreneurs can use the tracker to prepare quotes a section designed especially for elementary and high school teachers.
and invoices, create a product catalogue and securely send information to their
accountant and others.

Introducing entrepreneurship to young people For immigrants

Fondation Montréal inc. supports Montreal’s most promising
entrepreneurs by providing grants and access to a network of Helping newcomers get on their feet | GRI FS14
high-level business people and experienced business community
volunteers. Desjardins sponsors the Soirée mtl inc. benefit gala, which With Desjardins.com
showcases young entrepreneurs and gives them a chance to rub
elbows with influential members of the business community. The newcomers section of www.desjardins.com has information to help immigrants understand
the Canadian financial system and get settled, whether they’re permanent residents or
We also work with Place aux jeunes en région, an organization that temporary residents like international students.
helps young people settle in outlying regions and helps local business
members recruit talent. The organization puts together exploratory
missions so potential candidates can visit local businesses and learn
about entrepreneurship.
Mentoring young entrepreneurs

We’ve signed on as a partner of the Adopt Inc. program for a third
straight year. The program is open to all Quebec entrepreneurs who
have started their own business and are between the ages of 18 and
39. Participants must be working full time at their own business and
be a majority shareholder. Adopt Inc. is an initiative allowing young
entrepreneurs to fully focus on developing their business for a year,
during which they have access to financial support, coaching, training
and a boot camp offered by Desjardins at the École d’Entrepreneurship
de Beauce.
Financing young entrepreneurs

The Créavenir program helps entrepreneurs 18 to 35 who have trouble
accessing traditional financing.
Supporting the next generation of farmers | GRI FS7

At Desjardins, we understand the importance of lending a helping
hand to a new generation of local farmers. That’s why we’re active
in the Fonds coopératif d’aide à la relève agricole, a fund that helps
young cooperative farmers get financial and professional support and
improve their skills.

Teams and locations serving immigrants

Newcomers face all kinds of challenges when they get to Canada, like finding a job and housing. Money can be tight, and they may need a lot of support. That’s where our
newcomer support team and caisse network service centres come in. We also have 13 caisses and service centres that cater to cultural communities (Italian, Lithuanian,
Portuguese and Ukrainian). And with the Desjardins Microcredit to Businesses program, we help newcomers who want to start or grow a business.
Offers for newcomers
A number of advantages, including no service Access to an unsecured credit card for The ability to open an account while in their
charges for one year for eligible newcomers newcomers with no credit history in Canada home country
Access to Visitors to Canada Insurance for Driving experience recognized when applying
The option to transfer funds to their account
newcomers awaiting provincial health insurance for auto insurance (for drivers from eligible
before they get here
and visa holders with no insurance countries)
Quebec Immigration and Integration Fair

For the seventh year in a row, Desjardins took part in the Quebec Immigration and Integration Fair. As a featured exhibitor at this event, we provided visitors with
information on all our products and services, helped them open accounts and offered virtual reality tours of some of our service centres.
Welcoming international students at Montreal-Trudeau airport

The Bureau de coopération interuniversitaire chose our financial institution to welcome international students arriving in Canada to attend university or college.

1.4 Accessible services and experts | GRI 102-4 | 102-7
In Quebec and Ontario

In Quebec and Ontario, members have access to:
Concentration 989 points of

of service centres service, including 32 Desjardins
271 caisses 1,957 ATMs
December 2018
caisse head offices Business centres
and service centres
416
33
104 to 114 Desjardins has more locations than any other financial institution in Quebec, especially in
57 25 outlying areas with low population densities where we’re often the only financial institution
44 to 57
114 with a brick-and-mortar location.
25 to 33
26
104
1 service center 44 In Ontario, centre caisse network includes:
50
416
11 caisses with A Desjardins service centre in the heart of Toronto’s financial

49 service district that offers our full line of Desjardins products and
centres and 67 services under one roof and assists personal and business
ATMs members in Quebec and Ontario looking to move to Toronto
Members also have access to 25 points of service and 30 free ATMs through our agreement
with Caisse populaire Alliance.
Quebec and Ontario members and clients have access to thousands of employees and advisors in our life and
health insurance, property and casualty insurance, securities and wealth management subsidiaries.
We’re constantly rethinking the way we operate to meet our members’ ever-changing needs. In 2018, members logged in to our AccèsD web and mobile solutions
over 529 million times, up 18% compared to 2017. Teller and ATM transactions dropped by 7.6% and 6.8%, respectively.
We’re also currently upgrading our ATMs. The new machines feature touch screens and accept envelope-free deposits for a simpler, more user-friendly experience.

As of December 31, 2018, 229 Meeting all kinds of needs Mobile branches
caisses offered telephone service
Desjardins 360d Our mobile branches are another innovative way
every day of the week. And in 2018,
members can do business with Desjardins. We’ve
we extended our telephone service Desjardins 360d is the only concept of its kind in transformed 2 buses into modern, welcoming
hours to take calls from 6:00 a.m. North America. These Desjardins locations cater financial service centres on wheels. Members and
to midnight, 7 days a week. Our members can get to young members and workers ages 18 to 30 on clients can walk right in and speak with an advisor,
information and advice about banking and investing the campuses of Concordia University, Université complete teller transactions and use the ATM.
and make an appointment with a caisse advisor. Many de Montréal, Université du Québec à Montréal,
caisses have also extended their hours and are now Université du Québec à Trois-Rivières, Université We use these retail-inspired branches in a variety
open on weekends to accommodate their members’ Laval and Université du Québec à Chicoutimi. These of settings primarily for business development
schedules. What’s more, our Online Business Centre hip, friendly financial service centres work with purposes. Mobile branches can also be used as
is now open weekends from 8:30 a.m. to 4:30 p.m. caisses to serve young members, no matter which a temporary caisse in the event of a closure due
caisse they belong to. to a natural disaster or other emergency. And the
Other ways we’re making it easier to access mobile branches are eco-friendly. They’re powered
our products and services | GRI FS14 by built-in solar panels and run on biodiesel.
• Virtually all our ATMs are accessible to those with

visual impairments and reduced mobility. Members
can already use their voice to make deposits and
withdrawals at our new ATMs, and additional
transactions will become available throughout 2019.
• Members who can’t use an ATM due to a permanent
disability are eligible for ATM rates even if they
complete their transactions at the teller.
• We offer solidarity-based financing products and
related budget counselling and education services
to those in need.
• All new digital content on our mobile sites and apps
meets W3C’s level AA WCAG 2.0 standards for web
content accessibility.

Signature Service In the rest of Canada | GRI 102-7

Signature Service assists members who have Outside Quebec and Ontario, we rely on our life and health insurance, property and casualty insurance, and
sophisticated financial needs. In 2018, we added securities subsidiaries as well as the cooperative community and the caisses in Manitoba and New Brunswick
5 more locations to our existing network of 11 to offer our members and clients financial products and services tailored to their needs.
Signature Service centres. The new locations are Est
de Montréal, Patriotes, Est de l’Outaouais, Ouest de • Thousands of advisors and representatives in our affiliate networks offer our products and services to individuals
l’Outaouais and Laval-Laurentides. and businesses. These networks include Desjardins Financial Security Independent Network, Desjardins Financial
Security Investments and over 450 Desjardins (formerly State Farm) agents who have taken on the Desjardins
Desjardins – Montréal Centre-ville, Insurance name.
Desjardins Financial Centre – Lumicité and • 70 points of service and 118 ATMs in Manitoba and New Brunswick through our partners Caisse Financial Group
Desjardins – West Island of Montreal (Manitoba) and UNI Financial Cooperation (New Brunswick).
Anyone can walk into these Desjardins locations We’ve also penned an agreement with the provincial credit union centrals and CUMIS to create Aviso Wealth,
for expert advice on achieving their financial goals. one of Canada’s largest wealth management firms. By merging Qtrade Canada Inc. and Northwest & Ethical
They all have convenient Saturday and Sunday hours Investments with Credential Financial Inc., Desjardins is strengthening its ties with Canada’s network of
and cater to members of cultural communities and credit unions and pursuing its nationwide expansion.
newcomers who live and work in the area.
Desjardins also has a 96% interest in Collabria, a subsidiary that provides payment and credit card solutions
to credit unions across Canada. There are over 300 credit unions in Canada, and for many of them, issuing
credit cards in-house is not an option. Collabria is a new player that provides custom payment solutions to
help credit unions take control of their operations and improve member service. In 2018, over 200 credit
unions joined Collabria and signed up for credit card services—a concrete example of intercooperation.
In Florida
Desjardins Bank serves Desjardins caisse members and Canadians in Florida and across the United
States. Our members can use Desjardins Bank whether they’re permanent residents, snow birds or
just visitors.
Desjardins Bank’s head office and 3 service centres are in areas popular with Canadians: Hallandale Beach,
Pompano Beach, Lauderhill and Boynton Beach. Desjardins Bank provides quality service in English and
French at these locations.
In Europe
Our Desjardins Representative Office (Europe) supports our growth in both the personal and business
markets. In 2018, it helped 2,140 individuals and businesses access banking and financial products in
Canada, up 51% compared to 2017.

On social media
Social media is the best way to communicate with many of our members and clients.
Desjardins manages vibrant, active online communities.
Social icon
Rounded square
Only use blue and/or white.
For more details check out our

Brand Guidelines.
New Desjardins Business Facebook 11 million views 94,000 followers 26,000 followers 11,000 followers
page to make the everyday lives on YouTube: on LinkedIn: on Twitter: on Instagram:
of entrepreneurs easier and help www.youtube.com/user/ www.linkedin.com/ twitter.com/ instagram.com/
them achieve their business goals mouvementdesjardins company/desjardins desjardinscoop desjardinscoop
with handy tools, expert advice and
testimonials
Over 305,000 Facebook followers

www.facebook.com/desjardins
All caisses use Facebook to communicate with

their members and get their input. Each week, over
2 million people view Desjardins’s Facebook posts.

1.5 Enhancing the member/client experience

Member/client experience Management approach | GRI 103-1 | 103-2 | 103-3
We’re a cooperative financial group serving individuals and communities, so we’re keenly focused on member and client satisfaction. It’s a priority for us no matter where our
members and clients do business with us or use our services, whether in Quebec, Ontario or anywhere else in Canada or around the world.
At Desjardins, we’re committed to doing what’s best for our members and clients. We make sure our service meets or exceeds their expectations. We have a number of
initiatives in place to ensure we deliver quality service and a distinctive experience.
Member feedback mechanisms

Moments of truth and feedback loops
Moments of truth are key service interactions. When we measure these moments, we encourage members and clients to share their concerns and expectations and
be contacted by a manager if they so desire. We use this feedback to improve our service. In 2018, we set up a number of feedback loops in AccèsD platforms and
client relations centres.
Mystery clients
One way we continuously assess our service is through mystery clients—real consumers who rate the service they receive at Desjardins caisses.
Usability tests
We regularly carry out usability tests with our members and clients. These tests give us quick feedback on online initiatives before they’re rolled out.
Desjardins Web Panel

We ask members and clients who’ve expressed an interest in sharing their views and experiences to take part in Desjardins Web Panels. Participants get a say in
product and service development and help us better understand their needs and expectations.
Focus groups
We conduct in-person and online focus groups to get qualitative data from our members and clients. Topics include needs and expectations regarding products and
services, changes made in response to member/client feedback, opinions about advertising campaigns and concepts, and how Desjardins’s cooperative values are
reflected in our operations and community initiatives.
Online communities
We use online communities to get qualitative data on member/client needs, expectations and behaviours. Each online community has between 25 and 50 people who
complete a workbook over the course of several days to encourage personal reflection and group discussion.
Dissatisfaction management
In June of 2018, we launched a new dissatisfaction management approach for personal services. When a member is dissatisfied, frontline employees can now do what
it takes to resolve the issue.

Internet and social media

We have a dedicated social media team that handles complaints and negative feedback posted on social media sites like Facebook and Twitter. The AccèsD team
handles all other complaints, negative feedback and suggestions we receive online.
Complaint handling
Caisse network
The Member Services team handles unresolved banking complaints originating in Desjardins caisses, Desjardins Business centres and client care centres. The team
also helps review Level 1 dissatisfactions from across the organization to compile a master list of irritants in order to recommend improvements.
Subsidiaries
Complaints are handled in accordance with each Desjardins subsidiary’s internal directives.
Ombudsman
The Desjardins Group Ombudsman is the final in-house arbiter of complaints. They offer an independent avenue to adjudicate unresolved complaints. The Ombudsman
impartially hears both parties, reviews the documentation available and recommends ways we can improve our products and services.
We use a rigorous methodology called the Net Promoter System to continuously improve our member and client experience. This internationally-recognized
methodology is used around the globe to identify sources of satisfaction and dissatisfaction and prioritize improvements to the member and client experience.
Satisfaction surveys | GRI PR5

In 2018, we measured over 30 moments of truth. We had statistics from previous years for most of them so we could assess the effectiveness of our initiatives. We also
surveyed 370,000 members and clients to determine our net promoter score.
Member and client feedback revealed that our main strength is the service our
advisors and agents provide. The Personal ranked
We’re always encouraging colleagues to share best practices to offer consistent service across the organization.
highest in customer
satisfaction
Training on sound day-to-day business practices is now available to caisse network employees and the teams that support
them. In 2018, 3,902 employees completed this training, which stems from Desjardins Group’s Sound Commercial Practices Group home and auto insurer
Policy, which was adopted in 2017 to meet Autorité des marchés financiers requirements. The Personal was rated highest in
customer satisfaction in Quebec
by J.D. Power.

1.6 Protecting data

Member and client privacy and data protection Management approach | GRI 418 | 103-1 | 103-2 | 103-3
As a financial group, we have a duty to protect the confidentiality of our members’ and clients’ information in both our physical and online business environments. In
2018, we consulted 31,000 members via AccèsD and held 4 focus groups on the topic.
Member and client privacy is protected by our Privacy Policy and Code of Professional Conduct. Failure to comply with these governance documents can result in
disciplinary action up to and including dismissal.
The Privacy Policy sets out our principles and guidelines for the collection, retention, use, communication, storage and destruction of personal information. It also
requires a privacy compliance program to be put in place. Each Desjardins component must appoint a regulatory compliance officer and train employees on the
importance of protecting personal information.
Privacy complaints are subject to a different regulatory framework than other complaints. Each Desjardins component must comply with applicable regulations and
review and handle legitimate complaints using a process tailored to its line of business and operations.
Our Chief Privacy Officer is responsible for ensuring sound privacy governance. The Chief Information Security Officer ensures that actions are aligned with the IT
risk appetite framework.
The privacy compliance program encompasses regulatory risk monitoring so that the compliance sector can report on the adequacy, effectiveness and application
of the control mechanisms in place.
The Chief Compliance Officer also reviews changes to the compliance program and compares it against the target to ensure we’re making continuous, consistent
improvements.
The Desjardins Group Monitoring Office provides an independent assessment of the design and effectiveness of the compliance management framework.
Desjardins has instituted a formal mechanism for reporting to senior management and various decision-making bodies to ensure oversight of compliance issues.

Raising employee awareness of

data protection | GRI PR10
We offer 3 training courses—The Protection of Personal Information within
Desjardins Group, Information Security and Identifying Phishing Emails—
so all our employees and directors can help reduce the risk of information
being lost, stolen or leaked. We also hold training workshops for certain
teams. Since these courses were instituted, 93% of Desjardins employees
have completed one or more of them.
We also use our internal portals to regularly remind employees and directors of
how important it is to protect our members’ and clients’ personal information.
We provide quick reference guides and links to useful information to help
them comply with our regulatory requirements.
Additional security and cybersecurity measures

Here are some of our other security and cybersecurity initiatives:
• Cybersecurity is a major strategic concern for organizations around the
globe. That’s why Desjardins, National Bank, Deloitte and RHEA Group
created CyberEco, a global hub of cybersecurity expertise. CyberEco will
help us on many fronts in the fight against cybercrime and will enhance
our prevention initiatives.
• For the first time ever, we opened up our Security and Fraud Forum to
businesses to complement the Cybersecurity Kit we created in 2017.

2. Our co-op and its governance

People-
focused
governance
Developing
communities
with 2 crowdsourcing
platforms
#2 on the
list of Quebec’s
most influential brands
2.0 Our co-op and its governance

Doing what’s best for our members and clients means showing our cooperative nature
If we’re going to do what’s best for you, our members and clients, we need to start by getting to know you and your needs. This responsibility falls to
both the employees who serve you and the directors who represent you on your caisse’s board.
We’ve strengthened our ties with communities and shown our cooperative difference by creating new advisory boards and supporting collaborative
initiatives that spur local and regional development.
2.1 Purpose and values

Our purpose
Enriching the lives of people and communities
Our values
Drawing on the values and principles of the International Co-operative Alliance,
we’ve adopted the following values :
Money serving Integrity and rigour

Personal Solidarity with the
human Democratic action in the cooperative Inter-cooperation
commitment community
development enterprise

2.2 Governance
Management approach | GRI 102-18 | 103-1 | 103-2 | 103-3
The purpose of our corporate governance practices is to enable us to carry out our mission, which is to contribute to improving the economic and social well-being
of people and communities. The Federation develops and implements a governance structure that takes into account our cooperative nature, our social responsibility
objectives, the complexity of our activities, and Autorité des marchés financiers (AMF) guidelines. This structure covers the activities of the Federation, the Desjardins
Security Fund, the Fédération des caisses populaires de l’Ontario Inc., the Desjardins subsidiaries and the caisses. As certain components are subject to specific
regulations, it complies with rules established by the Canadian Securities Administrators and the Office of the Superintendent of Financial Institutions, as well as
industry best practices.
Our objective is to have effective and efficient governance, based on strong values, that takes into account
the long-term interests of the organization, members and clients, and that helps us fulfill our mission.
The Federation has a governance policy in place to ensure sound governance. The governance structure consists of documents and processes, reporting mechanisms,
and an independent audit, all of which take into account applicable legislative and regulatory requirements, including AMF guidelines.
The Federation’s Board of Directors is responsible for implementing and assessing its governance structure. This structure is consistent with the complexity of our
activities, our risk profile, our ownership and organizational structures, and our available resources. It also outlines the division of responsibilities between the Board,
its commissions and committees, and senior management.
2.3 A modern and people-focused democratic governance structure

In 2018, we made major changes to simplify the Last year: • We abolished the boards of supervision in caisses
democratic governance structures of the Federation and transferred their responsibilities to caisse
• We gave caisse delegates the opportunity to elect
and the caisses. All caisses are now involved in board committees.
members of the Federation’s Board of Directors and
the process for electing Federation directors and
Board of Ethics and Professional Conduct, under the • We adopted mandatory training for caisse
Desjardins’s President and CEO. We also created local
supervision of an independent election committee. directors.
and group mechanisms to promote collaboration
between member representatives. Legislation • We introduced a new group profile for caisses, the • We set term limits for caisse chairs.
governing Desjardins was also modernized to make Federation and subsidiaries to ensure members
it more agile and better aligned with the financial To learn more: See the Governance section of
of the various boards are representative of their
sector’s overall requirements. Desjardins Group’s annual report.
communities and have the necessary collective
skills and integrity to fulfill their duties.

Overview of caisse and Federation democratic structures
Community collaboration groups

These groups bring together caisses in a specific
Caisse Members area whose members share a social and economic
connection.
Caisse
Each caisse is represented by either its chair or

Caisse General Meetings another director appointed each year by the
caisse. The group must also have at least one
young director or young intern director.
Caisse Boards of Directors Desjardins Collaboration Forum

The Desjardins Collaboration Forum is made up of
the directors from each community collaboration
group; caisse general managers; one young director or
young intern director appointed by each community
Federation Annual General Meeting (AGM) and Congress collaboration group; the members of the Board of
Directors and the Board of Ethics and Professional
Desjardins Group
Delegates (based on proportional caisse representation; 1,158 delegates in 2018) Conduct; and the Desjardins Group President and CEO.
Young intern directors
Electoral college
Desjardins Group President and CEO
The electoral college elects the Desjardins Group
President and CEO. It comprises the chair of each
caisse or the director who acts on their behalf
Federation Board of Directors Board of Ethics and in the community collaboration group and the
Professional Conduct Desjardins Collaboration Forum.
20 members:
5 caisse directors Each vote is weighted according to the number
Desjardins Group President and CEO elected by the
elected at the AGM of members in each caisse.
electoral college
15 caisse directors elected at the AGM Election Committee
2 caisse general managers elected at the AGM The Election Committee comprises 5 directors
2 independent directors appointed by the Board appointed by the Board to ensure the integrity of
the electoral process.

Member of a democratic organization Youth Advisory Board

Desjardins is a democratic organization run by our members under the “one Our Youth Advisory Board, which was created in late 2016, is made up of 4 caisse
member, one vote” principle at the caisse level and the principle of proportional members, 4 caisse directors and 4 Desjardins employees, all between the ages of
representation on Federation governing bodies. We’re committed to staying 18 and 35. Its mandate is to give our Board and Management Committee insight
connected with our members and equipping caisses with new technology to into the priorities of young adults. By giving our young members, directors and
generate greater member participation in caisse cooperative life and governance. employees a voice, the Youth Advisory Board helps us improve the way we serve
›› To learn more: and meet the needs of young people.
https://www.desjardins.com/ca/about-us/desjardins/governance-democracy/
how-cooperatives-work/index.jsp
Changes to member dividends

At the 23rd Congress held in 2017, there was a consensus-building activity on
individual member dividends. Delegates agreed to make dividends fairer, more
straightforward and representative of the member’s entire business volume with
Desjardins. The first wave of changes to how member dividends are calculated
will apply to the 2018 dividend payments.
Young Intern Director Program

Our Young Intern Director Program provides an opportunity for young people
between the ages of 18 and 30 to:
• Represent their community by sitting on their caisse’s board of directors
• Play an active role on the board, without voting rights
• Contribute to the democratic life of Canada’s leading cooperative financial group
As of December 31, 2018, we had 169 young intern directors in Quebec and Ontario.
›› To learn more:
https://www.desjardins.com/ca/about-us/careers/students-interns-recent-graduates/
young-intern-officer-program/index.jsp

Bolstering financial stability with capital shares 2.4 C

oncrete advantages for
cooperatives
In 2018, our members purchased $267 million in Federation capital shares, for
a total of over $4.8 billion since their inception. These shares contribute to
our financial stability. In line with the principles supported by the International
Co-operative Alliance and the values of our founder Alphonse Desjardins, who At Desjardins, we firmly believe in the importance of cooperatives and mutuals.
stressed the importance of adequate capitalization for each caisse, we focus We actively contribute to their growth through our day-to-day operations and
first and foremost on strengthening our capital base. This approach has proven community development initiatives. As a cooperative institution, we understand
successful time and again. the challenges facing other cooperatives and mutuals.
Supporting cooperative entrepreneurs

Financial stability in numbers The Caisse d’économie solidaire Desjardins, which has developed unique
(in millions of dollars and as a percentage) expertise in collective entrepreneurship in Quebec, now provides the caisses
and Desjardins Business centres with advisory services for cooperatives. As
2018 2017 2016 of December 31, 2018, the Caisse d’économie solidaire Desjardins had 3,000
Total income $17,310 $17,153 $15,248 cooperative members.
Equity 25,649 24,773 23,293 With these new services, the Caisse d’économie solidaire Desjardins is available
to help the caisses and Desjardins Business centres tailor offers to cooperatives,
Tier 1A capital ratio 17.3% 18.0% 17.3%
for instance by designing custom financing packages.
Total capital ratio 17.6% 18.4% 17.9%
As part of Co-op Week, we published a series of articles on cooperation and
Breakdown of membership shares:
released videos showcasing 5 up-and-coming Quebec cooperatives that are
Caisse-issued permanent shares $497 $750 $1,026 putting a modern and innovative spin on collaborative work, video games, craft
brewing and optometry.
Caisse-issued qualifying shares 25 25 25
Caisse-issued surplus shares 57 82 106
Federation-issued capital shares 4,771 4,504 4,135
$5,350 $5,361 $5,292

Financial contribution (in $)

Supporting the
Member of
cooperative movement Annual financial support for cooperative the board (or
organizations across Canada and abroad [1] [2] Member a committee) 2018 2017 2016
We share our expertise in cooperation and
provide financial support to numerous International Co-operative Alliance X - [3] - [3]
105,395
national and international industry-specific Conseil québécois de la coopération et de la mutualité X X 874,623 936,775 876,776
groups that:
Conseil de la coopération de l’Ontario X X 48,500 67,601 67,602
• Promote cooperation
Co-operatives and Mutuals Canada X X 362,484 417,316 407,010
• Are dedicated to developing the International Confederation of Popular Banks X X 157,607 147,970 151,371
cooperative model
Filene Research Institute X - 65,300 32,680
• Foster cooperative education
Crédit industriel et commercial (subsidiary of Crédit Mutuel) X N/A N/A N/A
We support these groups through significant
Fondation pour l’éducation à la coopération et à la mutualité X 23,925 30,865 34,384
investments in technology and human
resources. We also share our expertise with European Association of Co-operative Banks X X 63,458 55,822 56,767
hundreds of visitors from around the world International Cooperative and Mutual Insurance Federation X X 116,000 209,423 123,910
who are interested in the cooperative model.
International Raiffeisen Union X 11,224 9,395 10,362
1
Amounts shown don’t include financial contributions from caisses to these cooperatives or to other local and regional cooperatives.
2
Amounts are converted to Canadian dollars using the exchange rate in effect at the time the payment was made.
3
Amount included in our contribution to Co-operatives and Mutuals Canada.
We also contribute financially to a partnership agreement for the development of cooperatives that was signed between
Quebec’s Ministère de l'Économie et de l'Innovation and the Conseil québécois de la coopération et de la mutualité.

2.5 Support for local communities

Management approach | GRI 413 | 103-1 | 103-2 | 103-3
At Desjardins, our purpose is to enrich the lives of people and communities.

The cooperative business model is a powerful force for community development, and its values of solidarity, self-help and support for entrepreneurship make it an
ideal fit for local communities.
We’re firmly rooted in Quebec and are pleased to partner with local, regional, national and international organizations. Our network of partners and socio-economic
and environmental leaders puts us at the forefront of the community development and shared prosperity movement.
The AMF has designated Desjardins as a domestic systemically important financial institution in Quebec. Domestic systemic importance is assessed with reference
to the impact that the distress or insolvency of a financial institution could have on the domestic economy.
At Desjardins, we help build vibrant communities in many ways, including:

• Funding long-term community development projects
• Supporting community organizations through director and employee involvement
• Financing projects involving individual and group entrepreneurs
• Offering products and services tailored to individual and community needs
• Promoting financial literacy and inclusion in Canada and abroad
• Making crowdsourcing platforms, like the Desjardins Community Zone and La Ruche, available to individual and group project developers
To reaffirm our role as a socio-economic leader, we created a $100 million fund for 2017 through 2019. The fund can be used to support development projects that benefit
people, communities and regions. Part of the fund also targets national initiatives.
Our insurance subsidiaries also do their part for community development by supporting health and road safety initiatives.
We evaluate our community engagement strategies every year and adjust them as required. We track the number of entrepreneurs we support, the number of
individuals who have completed projects or received training and our investments in cooperative organizations and group projects. We also evaluate participation
levels and the number of individuals affected by these projects.
We collect and analyze feedback from our community partners. Finally, we tally contributions made by members to their local caisse’s Community Development Fund.
To learn more: See GRI 413-1, 205-2, FS13, FS14, FS16, 203-2

Consulting with local Staying close to our members

communities and taking part in At Desjardins, we take steps to ensure members in
development programs | GRI 413-1 remote regions and members with reduced mobility
have access to our services. Here are a few examples:
We reach out to local communities to get their
feedback on any potential changes in our distribution • Support for transportation to get to a point of
network. We do this by holding information sessions service (public transit, on-demand service, shuttle,
for members and meetings with local partners. reimbursement of fares, etc.)
We strive to be better listeners and transparent • ATM and AccèsD (online banking) training
communicators to foster an open dialogue between
members and their caisse. • Scheduled visits to communities with a reduced
mobility population (basic transactions)
While we’re committed to remaining the most
accessible financial institution, we need to keep • Installation of information terminals in accessible
market trends and consumer behaviour in mind. spaces in the community
We also need to make sure our services are accessible • Personalized support through the mobile branch,
to all members. We work with communities to a bus where members can speak to an advisor and
identify solutions that address local and regional use the ATM
needs.
Desjardins and the Fédération québécoise des
municipalités (FQM) have teamed up for a 12-month,
Serving sparsely third-party pilot project involving standalone ATMs.
populated regions | GRI FS13 This joint initiative will provide ready access to cash to
In 2018, we operated a total of 989 points of service, the residents of at least 5 municipalities as of May 2019.
including caisse head offices and service centres. In In addition to funding the pilot project, Desjardins will
Quebec, 240 of these points of service—26.4% of provide technical and logistics expertise for the FQM.
the total—were located in low-density areas (with To learn more: See section 4.
fewer than 2,000 residents). As a comparison, the
big banks operated 1.5% of their branches in these
areas. Members and clients who live in these areas
can also access our financial and insurance products
and services online and by phone.

Supporting joint action on local Helping non-profits

and regional development Approximately 46,450 non-profit organizations (NPOs) are members of Desjardins.
We’ve partnered with the Table de concertation sur le développement local We support social economy cooperatives, mutuals and NPOs, whose purpose is not
et régional, a board set up by the Fédération québécoise des municipalités to turn a profit but rather to meet the needs of their members or the community.
(FQM), to help elected municipal officers and regional county municipalities
with economic, social and cultural development. The board hosts free online
meetings on economic development, giving participants the opportunity to
learn from specialists, stay up to date on developments in their field and explore Desjardins ranks #2 on the list of
new ways to improve their efficiency. Quebec’s most influential brands
– Ipsos-Infopresse index
Developing communities with the Desjardins
Community Zone and La Ruche Desjardins was the only financial institution to reach the top 10 most
popular brands in Quebec.
At Desjardins, we’re exploring how crowdsourcing platforms can be used to
bring us closer to our members, to bring our members closer to each other and
to support community development. The Desjardins Community Zone and La
Ruche have both done well and are now working together to offer even better
solutions for project developer needs.
Caisse Desjardins de la Nouvelle-Acadie
recognized for excellence
In 2018, Caisse Desjardins de la Nouvelle-Acadie was awarded a Gold
Since it was launched, the Desjardins Community Zone has connected more than Level Canada Award for Excellence. The award is given to businesses
60 group project developers with local residents, organizations and businesses that meet the strictest management standards and have a proven
interested in supporting them. To date, it has facilitated 34 initiatives that address track record for performance. The managers and employees of Caisse
local issues or support economic development. The Desjardins Foundation and Desjardins de la Nouvelle-Acadie have earned the highest distinction
10 caisses in Montreal, Quebec City and the Eastern Townships are currently awarded in Canada by always doing what’s best for their members and
involved. clients. The year before, the caisse earned a Prix performance Québec.
La Ruche provides local project developers and entrepreneurs with a
crowdfunding platform and support from a group of business people involved
in the community. In 2018, we stepped up our partnership to help La Ruche
provide more support in the 5 regions where it operates: Quebec City, Montreal,
Mauricie, Bas-Saint-Laurent and the Eastern Townships. La Ruche has raised over
$3 million for more than 200 projects.

2.6 Preserving and celebrating art and history
Alphonse Desjardins Historical Society

The history of Desjardins and its founders attracts tourists, cooperatives from around the world, schools
and our own directors, managers and employees. In 2018, the Maison Alphonse-Desjardins museum
welcomed 8,460 visitors. The historical archives conservation centre, located in the Desjardins Building
in Old Lévis, attracted 3,177 visitors. The visitor satisfaction rate for both sites, which celebrate our
organization's heritage, was 99%. With new features and 7 themed activities, visitors are treated to an
unforgettable experience—all year long and for free!
In 2018, the Alphonse Desjardins Historical Society adopted a directive and rules on managing museum
collections, educational priorities and the Société des musées du Québec’s Code of Ethics for Museums,
as part of 2 applications submitted to Quebec’s Ministère de la Culture et des Communications for
accreditation for museum activities geared towards the general public.
Fostering artistic creation

We’re committed to supporting the arts and artists and have amassed a sizeable art collection. Our collection—which turned 40 in 2018—includes some 2,500 pieces
(paintings, engravings, drawings, photos, sculptures, etc.). We proudly display these pieces in our main places of business to inspire employees and increase their
exposure to art.
Through our annual art acquisition program, we support homegrown talent by buying their work. To generate more attention, we host temporary exhibits in our workplaces
and loan out some of the pieces to museums. As part of this initiative, one of our paintings by Paul-Émile Borduas made its way to the Musée d’art contemporain de
Baie-Saint-Paul for a feature exhibit, and then to the Musée des beaux-arts de Sherbrooke and Rivière-du-Loup’s Musée du Bas-Saint-Laurent.

3. Employees
One of
Canada’s Top
100 Employers
One of
Canada’s Top
Family-Friendly
Employers
One of
Canada’s Top
Employers for
Young People
3. Employees
3.0 Employees
Together, we’re doing what’s best for our members and clients
With 46,216 employees, Desjardins is the largest private employer in Quebec. But that doesn’t mean we’re immune from current labour shortages and
the heightened competition for workers. As part of our efforts to attract and retain talented employees, we’ve developed innovative hiring campaigns.
At Desjardins, we offer distinctive career paths, training opportunities and employee benefits. We’re an inclusive and dynamic cooperative financial
group that recognizes the importance of individuals and diversity. Our strong values resonate with employees and the community.
3.1 The #1 private employer in Quebec

Choosing Desjardins
One of
When you work at Desjardins, you’re working for one of the best employers in Canada, which has many
advantages: Canada’s Top 100 Employers
• Job opportunities in 20 different fields across Canada and abroad for the eighth year in a row – MediaCorp Canada
• Great benefits and competitive pay
• A flexible work environment that promotes work/life balance
One of
• Working with an employer that’s committed to sustainable development
• Learning opportunities through training and skills development
Canada’s Top Family-
Friendly Employers
We’re an inspiring employer, with innovative management practices that encourage employees to take charge
of their career. Employees are given many opportunities to grow and advance. In 2018, 74% of our vacant – MediaCorp Canada
positions were filled by internal candidates, who took advantage of these opportunities to move within the
organization.
One of
Canada’s Top Employers

for Young People
– MediaCorp Canada

3. Employees
Attracting talent with the Desjardins Career Zone Celebrating team achievements
A new Career Zone was opened in Lévis, joining its counterpart at the Complexe The Desjardins Recognition Program celebrates outstanding team achievements
Desjardins in Montreal. The Career Zone acts as a gateway for external candidates. across the organization. It’s a source of inspiration, engagement and pride.
Each year, we have a call for nominations, followed by a recognition event that
In 2018, the Talent Acquisition team recruited 2,611 candidates, which contributed
showcases team successes.
to our goal of setting the industry standard for talent acquisition and management.
Reaching out to IT talent Encouraging Desjardins behaviours

with BRAVO!
Desjardins brought on 9 interns who dove straight into the action and brought
their innovative spirit to the Desjardins Digital team. In 4 months, they produced Our employees can use the BRAVO! application to highlight the
2 prototypes: an application that streamlines the recruiting process and a virtual positive behaviours of their colleagues. The program reinforces
visit of the Desjardins Digital facilities. We’re currently using both of these behaviours that add value for the organization and provides a simple, efficient way
solutions. for employees to express their gratitude to their coworkers. In 2018, employees
sent out 158,159 BRAVOs.
We also partnered with Academos to launch the “T’es-tu game?” campaign,
which raises awareness of IT career opportunities for young people. Companion
videos, quizzes, articles and other activities are available online.
One of the École de technologie supérieure’s
Top Employers for Interns

– “Large corporations and public services” category
Legal Affairs Division named the 2018

Best Canadian Legal Department
– International Legal Alliance Summit & Awards

3. Employees
3.2 Labour/management relations

With the current labour shortages, we’re working hard to attract and retain top talent within the organization. We understand that employee well-being is essential
to retention and job satisfaction. We also know that a good employer/employee relationship is key. Our management practices focus on ongoing dialogue—a shared
responsibility—between managers and employees.
This ongoing dialogue is a cornerstone of our approach to performance management. In addition to meetings held at the beginning, middle and end of the year to
set goals and review performance, this dialogue allows managers and employees to discuss and address individual and organizational needs.
The President and CEO holds regular online meetings to create proximity with our 46,216 employees and managers. These meetings are an opportunity to share our
vision and expectations, discuss challenges and explain how they’re being handled, and give employees a better understanding of what’s happening.
About 20% of our workforce is unionized, and we have good relations with the unions that represent them.
The Workplace Relations Administrative Department has processes in place to deal with any grievances or complaints in accordance with labour laws. There’s also a
process for handing employee complaints in the event of a dispute.
Occupational health and safety

At Desjardins, occupational health and safety are fundamental to performance. We’re committed to offering a safe and secure work environment. We enforce required
safety measures, including those mandated by provincial and federal laws and regulations.
The group insurance plan is a key part of our compensation package. It provides employees, their spouses and their children with short- and long-term financial security
that grows and evolves with their needs. They also have access to the Health is Cool 360° website, which features prevention and research tools, health tips on a variety
of topics and information about the health and wellness programs we offer.
Finally, the Fast Track Prevention program helps caisse network employees respond to attacks, assaults, theft and other emergencies. Each caisse has a security and fraud
officer who can support employees in these situations. We have teams dedicated to protecting our employees, keeping our workplaces safe and coordinating emergency
response operations. Documentation on emergency measures is readily available to employees.
Since 2018, our approach to employee engagement has been based on ongoing dialogue with all
employees.
Everyone is encouraged to express their point of view using OfficeVibe, an interactive and confidential platform that lets employees give feedback on their experience
working for Desjardins. Managers can get regular readings on their teams and use the results to improve the employee experience.

3. Employees
Reinventing our New employees hires and employee turnover | GRI 401-1
hiring campaigns Permanent employees [1]
In response to the labour shortage, External hires 2018 (#) 2018 (%) 2017 (#) 2017 (%) 2016 (#) 2016 (%)
we’ve redoubled our hiring efforts and By age group
diversified our approach to finding Under 30 1,970 45.6 1,305 42.2 1,045 40.5
employees. Several business sectors 30–44 1,732 40.1 1,333 43.2 1,079 41.9
stepped up to give us an advantage in the
45–54 486 11.3 355 11.5 353 13.7
talent war. These initiatives have helped
55+ 127 2.9 97 3.1 101 3.9
us build on our recruiting efforts both in
Men 1,854 43.0 1,384 44.8 1,198 46.5
and outside major cities in Quebec and
improve employee opportunities and Women 2,461 57.0 1,706 55.2 1,380 53.5
member/client services. Here are just a Quebec 3,649 84.6 2,640 85.4 2,063 80.0
few recent initiatives: Ontario 591 13.7 403 13.1 448 17.4
Other provinces 75 1.7 47 1.5 67 2.6
• The mobile branch drove out to university
Outside Canada 0 0.0 N/A N/A
campuses, helping us recruit 40 students.
• The one-stop hiring gateway helped us Permanent employee departures 2018 (%) 2017 (%) 2016 (%)
fill 90 positions in its first month. Resignation rate 6.1 5.4 5.1
Retirement rate 3.3 3.4 3.1
• We met 120 candidates at the Trois-
Involuntary departure rate 2.3 1.7 1.8
Rivières open house day.
Turnover ratio 11.6 10.4 10.1
• We launched international IT hiring
missions. Breakdown of permanent employee
departures (turnover) 2018 (#) 2018 (%) 2017 (#) 2017 (%) 2016 (#) 2016 (%)
By age group
Under 30 1,130 23.4 928 21.7 681 17.7
30–44 1,576 32.7 1 ,354 31.7 1,159 30.1
45–54 568 11.8 493 11.5 565 14.7
55+ 1,544 32.0 1,497 35.1 1,441 37.5
By gender
Men 1,638 34.0 1,412 33.1 1,256 32.7
Women 3,180 66.0 2,860 66.9 2,590 67.3
By location
Quebec 4,171 86.6 3,721 87.1 3,409 88.6
Ontario 584 12.1 493 11.5 390 10.2
The retention rate for permanent Other provinces 63 1.3 58 1.4 47 1.2
employees is 93.9%, which reflects
our engaging and dynamic work Excludes approximately 2% of the workforce
1
environment.

3. Employees
Employee benefits | GRI 401-2 Prioritizing employee health

At Desjardins, we’re committed to improving our employees’ financial stability Every year, we invest heavily in employee health and well-being. In 2018, we spent
and quality of life by offering full-time permanent employees : approximately $7 million on illness prevention and health promotion programs
and initiatives, including:
• Life insurance
• A personalized support program for employees on disability leave made possible
• Health insurance including drug and vision care coverage, plus dental insurance
by a partnership between the Federation, Desjardins Financial Security and various
• Competitive benefits for major life events, such as the birth or adoption of a child rehabilitation centres
• Wellness initiatives, including: • The Health is Cool 360° website to provide employees and retirees with answers to
health-related questions and information on how to prevent and deal with illness
–– Partial reimbursement of fitness expenses
• An employee assistance program that provides help and tools for employees and
–– Flu shots members of their immediate family
–– A personalized health platform offering online and telephone services to address • A variety of tools to make workstations more ergonomic
health-related concerns
We also organize activities to encourage healthy lifestyles. In 2018:
• Access to reduced-fee group RRSPs with a wide range of investment solutions
• 2,069 people (employees, directors and their family members) took the Health
• A defined benefit pension plan Challenge
Note: Part-time employees have access to most of these benefits, prorated according to time worked.
• 15.5% of employees got a seasonal flu shot
Flexible work arrangements • 33.0% of employees received a partial reimbursement of fitness expenses
Various options are available to help our employees achieve work/life balance, • 800 managers had a full health check-up at a specialized clinic
including:
• Flexible work schedules (compressed work week, option to work remotely, etc.) Consulting a health
• Several types of leave, including staggered compensation for an extended absence

professional via smartphone HALEO named the
Options may vary by individual needs, job requirements and working conditions.
In 2018, we launched a telemedicine winning project
pilot project with 4,000 employees. This
service gives employees 24/7 access
in the Health and
We have workplaces across Canada, with our main offices located in the
following cities: Lévis, Montreal (downtown and Anjou), Quebec City, Aurora, to health professionals for non-urgent Wellness category
Calgary, Gaspé, Granby, Mississauga, Ottawa-Gatineau, Toronto, Trois-Rivières, problems (colds, drug interactions, skin by the Ordre des conseillers en
Vancouver and Winnipeg. or eye problems, etc.). Employees can ressources humaines agréés
also use it for specialist referrals and
The caisse network spans a vast geographical area, and the number of employees prescriptions/refills. HALEO is a comprehensive
at any location varies by customer volume. GRI 102-4 program developed during
the 2016 Cooperathon to help
people suffering from sleep
disorders.

3. Employees
3.3 Training and education

Desjardins directors, managers and employees can improve their skills through ongoing training, which equips them to make the best decisions for members and
clients. We fully comply with Quebec’s Act to Promote Workforce Skills Development and Recognition, which requires large companies to invest at least 1% of their
payroll in employee training every year.
For many years, we’ve invested more than 2.5% of our payroll in staff training and development. The sustained interest that our employees show is a clear indicator
that these measures are worthwhile. These investments are allocated within the organization based on our challenges and priorities.
New tools such as Office 365 also make it easier to collaborate and share best practices.
In 2018, thousands of employees and more than 3,100 directors chose to improve their skills.
Average hours of training

In 2018, we invested nearly $90.5 million—or 2.90% of our total payroll—in over a million hours of staff training and development activities, in large part through
the Desjardins Cooperative Institute.
Skills development program | GRI 404-2
Updating skills to reflect our priorities and values

At Desjardins, we encourage our employees and managers to develop skills that align with our strategic priorities and cooperative values. Our skills development
program has 3 components: job-specific training (provided by the business sectors), leadership development and cross-sector training (both provided by the
Desjardins Cooperative Institute).
Other career resources

Our career services team has developed the following resources for Desjardins employees:
• Career advice to help employees evaluate their job situation and how to put their talents to good use, regardless of where they are in their careers
• Resumé writing (one-on-one or in groups)
• Job interview coaching to help employees showcase their strengths (one-on-one or in groups)

3. Employees
Continuing education
We offer support in many forms to employees who wish to further their education
at recognized educational institutions:
• Flexible work schedules
• 100% paid training time when training is a job requirement and 50% paid training
time when training is necessary for the development of a person identified as a
succession candidate
• Reimbursement of tuition fees and the cost of required textbooks and materials
• Monetary recognition for additional education
• Unpaid leave (up to 12 months) during which employees can complete their studies
Planning for the future

With the caisses’ support, we offer paid internship programs to CEGEP and
university graduates. These programs give participants the opportunity to acquire
skills and knowledge specific to the financial sector. In 2018, we hired 251 interns.
It’s a win-win for everyone: interns get valuable on-the-job experience and our
teams get additional help.
Intensive retirement planning sessions are available to members of the Desjardins
Group Pension Plan who are 50 or older and their spouses. 1,344 people
participated in this program in 2018.

3. Employees
3.4 Diversity and equal opportunity

At Desjardins, we believe in the value created through diversity and the inclusion of people of all genders, ages, backgrounds, cultures, experiences, abilities and
sexual orientations.
That’s why we’re reaffirming our commitment to building a Desjardins that reflects the richness of
our society and celebrates the many faces of human diversity.
To diversify and enrich our human capital, we’re making more room in the organization for young people, women in decision-making roles, members of cultural
communities, people with disabilities and members of the LGBT community.
Our commitment to a diversified workforce is clearly reflected in our hiring policies and practices.
We also support initiatives and participate in public events catering to people from all walks of life:
• Fondation Émergence programs
• Action main-d’oeuvre specialized services, to hire people with autism
• Women in Leadership program with Effet A
• Partnership with Catalyst
• Quebec Immigration and Integration Fair
• Networking event with Syrian refugees hosted by the Chamber of Commerce of Metropolitan Montreal
• Pride at Work Canada and Pride Montreal
Elsewhere in Canada, particularly in Aurora and Mississauga, we have about a dozen employee networking groups that organize activities promoting cultural, gender
and sexual orientation diversity.
Caisses have an enhanced group profile that allows each board of director to set diversity and representation targets based on its reality and needs. One of the
dimensions covered by this profile is diversity—in age, in gender and in background. The Young Intern Director Program also supports diversity. In addition, the
caisses have adopted a voluntary policy to promote gender parity on caisse governing bodies.
We joined the 30% Club Canada to act as a gender parity leader and role model for other Canadian organizations. In January 2019, we decided to raise our goals from
a 30% gender balance by 2020 to 50% by 2024. We’re determined to achieve gender parity in upper management roles throughout the organization and in director
roles at the local caisse and Federation levels.

3. Employees
Diversity initiatives Newcomers

The Workplace Training Integration Program gives qualified immigrants in the
Lesbian, gay, bisexual and transgender (LGBT) community Montreal area the opportunity to receive training and gain valuable on-the-job
experience. The program is sponsored by the City of Montreal, the Quebec
In 2018, we celebrated diversity with the government, the Chamber of Commerce of Metropolitan Montreal and 4 of
Montreal’s biggest employers, including Desjardins. It helps qualified newcomers
theme United and Proud. looking for their first work experience in Quebec. In 2018, we personally
welcomed 13 program participants.
During Pride Week, the Complexe Desjardins proudly added the rainbow flag to
its logo. We hosted 2 Pride at Work networking receptions that brought together Desjardins is also a key partner of the “Un emploi en sol Québécois” program
nearly 700 members of the Montreal and Quebec City business communities, sponsored by the Fédération des chambres de commerce du Québec. This
with representatives from around 80 Pride at Work Canada member businesses. program was created to help newcomers find work outside major metropolitan
It was an opportunity to discuss and plan for a future where everyone can achieve areas. In 2018, we met with more than 50 candidates and hired 3.
their full potential at work.
Women
Our message of inclusion and support culminated during the Montreal Pride
Parade, with 200 of our employees and their allies marching in the Desjardins We partnered with Effet A to create a unique and innovative professional
contingent. development program that helps women in professional and first-level
management roles advance in our organization. In addition to the Effet A
100-day challenge, participants follow a skills development path that reflects
Desjardins’s needs and realities. In 2017–2018, 30 professionals and first-level
managers participated. There are now 60 women participating in the 2018–2019
cohort, with about half from the caisse network.
Gold-level parity
certification
– Women in Governance

3. Employees
Breakdown of caisse directors and employees | GRI 405-1

Representation of cultural
communities (%) 20181 (%) 2017 (%) 2016 (%)
Caisse director representation (%) 2018 (%) 2017 (%) 2016 (%)
Entire caisse network
By gender W 44.0 43.6 42.0
Upper management 4.1 4.2 4.2
M 56.0 56.4 58.0
Managers 5.2 4.5 4.6
By age group Under 35 17.2 16.6 16.0
Employees 6.7 7.8 7.6
35–49 22.5 21.8 21.0
Total 6.6 7.5 7.3
50+ 60.3 61.6 63.0
Caisse network –
In 2018, the director representation index by gender and age was 92.6%. This index weights gender and Greater Montreal
age equally. Upper management 6.3 6.5 7.2

Managers 11.1 8.3 10.3
Employee diversity by gender (%) 20181 (%) 2017 (%) 2016 (%) Employees 14.2 17.1 16.6
Upper management W 31.3 26.5 25.5 Total 13.8 16.3 16.0
M 68.7 73.5 74.5
Total 100 100 100 1. Excluding self-identification data from employees hired in the past year.
Managers W 59.0 57.5 59.2
M 41.0 42.5 40.8
Total 100 100 100
Employees W 68.7 69.5 70.6
M 31.3 30.5 29.4
Total 100 100 100
Employee diversity by age group (%) 20181 (%) 2017 (%) 2016 (%)
Upper management Under 30 0.2 0.3 0.2
30–44 18.1 9.4 9.3
45–54 49.9 51.5 52.8
55+ 31.8 38.8 37.7
Total 100 100 100
Managers Under 30 3.0 2.2 3.0
30–44 43.4 39.5 39.5
45–54 38.2 41.6 41.3
55+ 15.4 16.7 16.2
Total 100 100 100
Employees Under 30 19.8 18.7 18.5
30–44 39.2 38.3 37.8
45–54 24.3 26.7 27.8
55+ 16.7 16.3 15.9
Total 100 100 100
1. In 2018, the definition of upper management was expanded to include directors.

3. Employees
3.5 Anti-corruption
At Desjardins, we have a framework in place to ensure sound management of operational risk, in line with industry best practices and regulatory requirements such
as those set out in the Financial Crime Risk Management Guideline published by the Autorité des marchés financiers (AMF). The framework includes a process for
preventing fraud and misconduct as well as management mechanisms for examining any situations or activities potentially linked to financial crime.
Code of Professional Conduct

Managers use operational risk management tools to identify, assess and mitigate significant risks, including those related to internal and external fraud. The Desjardins
Code of Professional Conduct (the “Code”) is a key tool in the fight against financial crime. As part of training on the Code, directors and employees are reminded of
their responsibilities and duties, including the requirement to act with discretion, diligence, honesty and loyalty at all times. The same Code applies to all Desjardins
entities. All employees are required to read it and sign it every year. After the revised version of the Act Respecting Financial Services Cooperatives was released, we
updated the Code in 2018 to reflect its underlying principles and requirements for professional conduct.
As a further safeguard, we have a consultation and decision-making process that involves input from various units across Desjardins whenever we make outside
contributions.
Reporting mechanism
For violations of our regulatory framework and Code, we have an external reporting mechanism that can be used anonymously and confidentially. It meets regulatory
requirements in terms of accounting, internal accounting controls, audit, governance, ethics and professional conduct, including the AMF’s Regulation 52-110
Respecting Audit Committees.
Policies
The following Desjardins policies support the fight against corruption:
• Policy on Security and Credit Checks for Employment • Conflict of Interest Management Policy • Policy on Compliance with International Anti-Tax
Evasion Regulations
• Policy Governing the Integrity and Competency of • Desjardins Group Policy on Reporting Regulatory
Desjardins Caisse Directors in Quebec Violations • Policy on Operational Risk Management
• Policy Governing the Integrity of Directors, applicable • Anti-Money Laundering and Anti-Terrorist Financing
to the Fédération des caisses populaires de l’Ontario Regulatory Compliance Policy
and to Ontario caisses populaires

3. Employees
Anti-money laundering and anti-tax evasion

We have a Chief Anti-Money Laundering Officer, who is responsible for ensuring sound management of risks associated with money laundering, terrorist financing
and international economic sanctions and other measures. We adjust our compliance program, policies, procedures and training regularly to reflect regulatory
changes and emerging trends. These measures help prevent, detect and disclose transactions associated with money laundering and terrorist financing.
We provide the following training on anti-money laundering and anti-terrorist financing regulations:
• Flag the Money
• Flag the Money: It’s My Business Every Day
• Unusual Operation Notification
• The Role of the Compliance Officer and How to Approve Unusual Operation Notifications and Suspicious Transaction Reports
We also have a Chief Anti-Tax Evasion Officer. We’ve developed a program to ensure compliance with regulatory requirements, including the intergovernmental
agreement between Canada and the United States, pursuant to the Foreign Account Tax Compliance Act, and the Common Reporting Standard developed by the
Organization for Economic Co-operation and Development, which Canada participates in, along with more than 110 other tax jurisdictions.
Our Anti-Tax Evasion 101 course teaches employees about our compliance program in this area, and about the new requirements and responsibilities applicable to
Desjardins.
These initiatives foster a healthy regulatory compliance approach.
Our anti-money laundering, anti-terrorist financing and anti-tax evasion compliance programs include oversight of regulatory risks, which allows the compliance
function to provide an opinion on the adequacy, application and effectiveness of control mechanisms. Our Chief Anti-Money Laundering Officer and Chief Anti-Tax
Evasion Officer also evaluate the maturity of our compliance programs and benchmark them against our targets to ensure ongoing improvement.
The Desjardins Group Monitoring Office provides an independent assessment of the design and effectiveness of the compliance management framework.
In addition, a fraud risk management program provides mechanisms for ensuring effective governance, identifying vulnerabilities and implementing controls for
preventing and detecting fraudulent activities.
Lastly, we’ve set up a formal reporting process for senior management and various decision-making bodies to verify compliance and risk management issues.

3. Employees
Anti-corruption communication and training | GRI 205-2

The annual obligation to sign the Code of Professional Conduct reminds directors and employees of their responsibilities and duties, including the requirement to
act with discretion, diligence, honesty and loyalty at all times.
In 2018, 6,899 employees and directors took the Measure Your Professional Conduct Quotient training course, for a total of 37,618 participants since the course was
launched in 2013.
In July 2017, we introduced a new training course on managing conflicts of interest. So far, 42,098 of our employees and directors (or 84.2%) have taken the course,
including 15,770 employees and directors in 2018.
2018 statistics for mandatory anti-money laundering training:
• 14,080 employees took the Flag the Money and Flag the Money: It’s My Business Every Day training courses
2018 statistics for anti-tax evasion training:
• 3,890 employees took the Anti-Tax Evasion 101 training course
Desjardins and National Bank fund a research chair in cybersecurity

We invested $500,000 through the Institute for Data Valorization in a new cybersecurity research chair at the Université de Montréal School of Criminology. This
money will fund masters and doctoral scholarships, practicums and 2 public conferences attended by renowned international researchers. The investment is part of
our commitment to support youth in academia and serves to nurture talent in critical tech sectors.

4. Communities 252 initiatives

benefiting members,
communities and regions
with the
$100 million
fund
The Cooperathon:
innovative
solutions
to support the
UN’s Sustainable
Development Goals
Unparalleled
support
for youth

4. Communities
4.0 Communities
Doing what’s best for our members and clients means supporting socio-economic development
For nearly 120 years, we’ve been a modernizing force in Quebec. We’re a driver of socio-economic development, creating good jobs, supporting
transformational community projects, helping businesses grow and encouraging people to shop local. These are just some of the ways our cooperative
financial group enriches the lives of people and communities and creates a shared prosperity.
4.1 Concrete advantages for communities

Indirect economic impacts
At Desjardins, we help build stronger communities across Canada and around the world by growing local economies, supporting businesses, creating good jobs and
training directors.
Growing local economies

We have a huge network of decentralized regional operations. This decentralized structure is enshrined in a formal policy to help grow and support vibrant communities.
Our subsidiaries also provide good jobs all across Canada.
Supporting businesses and creating jobs

We help grow businesses and keep jobs in both rural and urban communities through our wide range of products and services and through:
• The Desjardins caisses, Desjardins Business centres and complementary networks • Our solidarity-based financing programs—Créavenir and Desjardins Microcredit to
like Desjardins 360d Businesses
• Desjardins Capital Management Inc., a fund manager specializing in development • Our partnerships with Place aux jeunes en région, Réseau des carrefours jeunesse-
and venture capital emploi du Québec and Adopt Inc.

4. Communities
Training directors
We train our 3,779 directors on how to make an impact in the community and make the best decisions for their caisse’s future. The management and governance skills
they learn help them become better citizens and better professionals. This training strengthens our democratic processes and helps to build stronger communities.
Starting in May 2019, all directors will have to complete a mandatory training path.
Développement international Desjardins

Développement international Desjardins (DID) is our biggest component operating outside North America. It works on the ground to strengthen local financial
institutions and the inclusive finance industry at home and in developing and emerging countries. DID helps improve financial inclusion and access to financial
services for everyone.
A report on the indirect economic impacts of our operations can be found in our annual report.
Capital to help regions and cooperatives grow | GRI 203-2

Desjardins Capital Management Inc.’s investments benefit many regional economies. In addition to creating and keeping local jobs, these investments:
• Encourage entrepreneurship in younger generations
• Boost productivity and help businesses expand to new markets
• Promote the emergence of industry leaders across business sectors Desjardins
• Keep homegrown businesses from leaving Economic Studies
Desjardins Capital Management Inc. has developed innovative partnership solutions to help local SMEs and Quebec team ranked Best
cooperatives achieve their full potential. It also lends its support and expertise to specialized businesses that work with Overall Forecaster
tech startups.
– Canada by
As of December 31, 2018, we’ve committed $1.1 billion to 467 businesses, cooperatives and funds, helping to create or keep
some 58,000 jobs. 359 of these businesses are based somewhere other than Montreal or Quebec City and have received
FocusEconomics
support totalling $735 million. We’ve also provided $196 million in support to 22 cooperatives. And since 2014, we’ve for the second
committed over $94.2 million to regional county municipalities in economic decline. straight year

4. Communities
Funds associated with Desjardins Capital Management Inc. include: Here to support business development
• Capital régional et coopératif Desjardins, a public fund with over 108,000 with all-new funds | GRI 203-2
shareholders
• The Transatlantic Fund, which helps French businesses break into the North The Momentum Fund: Growing local businesses
American market—starting in Quebec—and helps Quebec businesses move into
This fund provides up to $10,000 in non-repayable funding to small and medium
the European market—starting in France
businesses in the commercial, industrial and agricultural spaces. It helps grow
• Desjardins – Innovatech, which supports tech innovation local businesses and create and keep good local jobs.
• Société en commandite Essor et Coopération, an organization created with the

Conseil québécois de la coopération et de la mutualité to support cooperative The Transatlantic Fund: Helping businesses
development expand to Europe and North America
• Desjardins Capital SME, which supports business growth, expansion and acquisition We’ve teamed up with Export Development Canada, Siparex and Bpifrance to
launch the Transatlantic Fund to help businesses expand to Europe and North
• Fonds Relève Québec, a fund that provides business transfer support for new America. This $120 million fund is co-managed by Siparex and Desjardins
business owners Capital Management Inc. and is used for joint investments in French and
• Fonds Prêt à Entreprendre, a fund that provides financial and technical support for Quebec small and medium businesses.
new business owners
• Fonds d’investissement pour la relève agricole, a fund that provides support to
young people with plans to start, expand or take over a farming business
Desjardins Capital Management Inc.’s

economic impact in Quebec
Development capital investments at cost $1,045.4 million
Investments at cost in cooperatives or other

$304.7 million
businesses located in resource regions
Development capital investments at cost in regional

$94.2 million
county municipalities in economic decline (since 2014)
We simplified the purchasing process for Capital régional et coopératif

Desjardins shares. Existing shareholders now have the ability to buy shares
online without going to their caisse. We also have an alert system so everyone
interested in these shares gets communications at the same time.

4. Communities
Helping people in difficulty

Desjardins Disaster Relief Fund | GRI 203-2
The Desjardins Disaster Relief Fund provides emergency financial support to
members and clients affected by disasters not covered by their insurance. The
fund has an annual budget of 1% of the net income of Desjardins General
Insurance Group, up to $1 million. It’s available to help:
• Desjardins General Insurance and The Personal policyholders
• Desjardins members in Quebec
In addition to the assistance provided by this fund, we also provide financial
support to communities recovering from accidents or natural disasters. When
the St. Charles River overflowed its banks in Quebec City in January 2018,
Desjardins donated $50,000 to the Canadian Red Cross to help the dozens of
evacuated families.
Here for Ottawa area families affected by

the September 21, 2018 tornado Education as accident prevention | GRI 203-2
We offered financial relief to members and clients affected by the twister, Desjardins General Insurance Group promotes a range of activities and
including postponing payment dates up to 6 months for many products and educational programs aimed at reducing the number of deaths and injuries
services (mortgages, personal loans, credit cards, Accord D financing plans and that occur every year and helping communities deal with these events.
insurance policies), providing emergency loans to cover the cost of cleaning
and securing the premises, and making special arrangements with businesses. • Road safety studies published regularly
The day after the tornado, Desjardins was the only insurer on the ground with a • National Teen Driver Safety Week, which aims to reduce car accidents—the leading
claims team. We also donated $50,000 to the Canadian Red Cross. cause of death among 16- to 19-year-olds
• Road safety education and awareness campaigns on topics such as distracted
driving, impaired driving and wildlife collisions
• Launch of the Drug Impaired Driving Learning Centre website with the Traffic Injury
Research Centre
• The Wildlife Roadsharing Resource Centre to educate Canadians about wildlife-
vehicle collisions
• Parachute Canada’s Vision Zero Summit, a program created in Sweden in 1997 to
promote road safety strategies and reduce injuries, property damage and death

4. Communities
4.2 Building a responsible, sustainable economy

Economic performance
Our economic performance is an integral part of our operations. We measure it in terms of our returns, financial
strength and contributions to building a responsible, sustainable economy.
We encourage economic development that respects both people and the environment and that benefits both present and future generations.
Desjardins caisses have always been engines of economic and social development, spreading financial literacy to help individuals and communities take charge of
their futures.
At Desjardins, our ongoing mission is to enrich the lives of members and communities. We’ve developed tools and programs to help us fulfill our mission nationwide,
and caisses can tailor them to their local communities.
Support for partner organizations and transformational projects

Desjardins has 271 caisses, all of which are firmly rooted in their communities by their cooperative nature. They maintain partnerships with many community
development stakeholders, such as municipalities, chambers of commerce and community organizations. These close relationships keep us informed of community
needs and involved in transformational projects. To strengthen these ties, we’ve created community collaboration groups to guide caisses’ community involvement.
Over 95% of caisses have Community Development Funds, which are funded with surplus earnings by a vote of caisse members at their annual general meetings. The
funds support transformational projects that will positively impact communities.
We also use traditional and social media to spread the word about these projects, secure buy-in and get people involved. Through our close relationships with
governments, municipalities and Canadian socio-economic development organizations, we help identify key issues and shape development initiatives.
We contribute directly to local economies through our Shared Services Centre and our decentralized operating model. Community needs drive how and when we
get involved.
What’s more, the Desjardins Economic Studies team prepares regional and topical overviews and analysis of the credit and savings markets in Quebec, Ontario and
all of Canada. This information is available to caisse directors.
Our quarterly financial reports are an opportunity to review a wide range of indicators across all our business lines. This gives our directors, employees, members,
clients and investors the information they need to make informed decisions.

4. Communities
Economic value generated and distributed | GRI 201-1 Creating jobs where they’re needed | GRI 203-2
One way we support regional development is by decentralizing some of our
Desjardins (in millions of $) 2018 2017 2016 operations. That’s why we operate AccèsD call centres in the following cities:
Operating income $16,576 $15,465 $14,129
• Granby: About 230 employees work out of the Carrefour de la coopération, which
Total income 17,310 17,153 15,248 is also home to Caisse Desjardins Granby–Haute-Yamaska
Non-interest expense 7,485 7,400 7,251
• Trois-Rivières: About 500 employees work in 2 call centres serving individuals and
Salaries 2,836 2,808 2,909
businesses
Benefits 571 644 639
• Gaspé: About 100 employees handle government-backed student loans at a
Member dividends 253 202 144
student advisory centre
Remuneration on shares 425 212 158
Income taxes 536 536 460 Donations and sponsorships | GRI 201-1
Indirect taxes 1,447 1,358 1,326 At Desjardins, we demonstrate our commitment to sustainable community
Donations and sponsorships 94 82 82 development through our investments. In 2018, we committed $94.4 million in
Reserves and undistributed surplus earnings 19,569 18,067 16,581 donations, sponsorships, philanthropic partnerships and scholarships, including
$37.4 million from caisse Community Development Funds (CDFs).
Shared Services Centre:
Financial contributions – Federation, caisse, component
Decentralizing administrative operations | GRI 203-2
and CDF donations and sponsorships (in millions of $)
On January 1, 2015, we created Desjardins Shared Services Group, a company
that brings together all 1,300 employees providing administrative services to the 2018 2017 2016
caisse network. We chose our 22 Shared Services Centre locations, including the Cooperation $3.9 $3.8 $3.1
one in Ontario, based on our goals of: Culture 14.0 10.4 7.4
• Decentralizing operations to outlying regions Economic development 11.9 15.1 18.7
• Spreading operations evenly across Quebec’s 3 main regions (Western, Central Education 27.0 19.7 18.4
and Eastern Quebec) Humanitarian work and community service 11.8 12.1 11.4
Prestige 4.4 4.7 5.2
The Shared Services Centre was fully operational in late 2015. By consolidating
their administrative operations, caisses can now focus on business development Health and healthy living 21.4 16.4 17.3
and service delivery for members and clients. Total $94.4 $82.2 $81.5

4. Communities
Supporting thousands of $100 million fund | GRI 201-1 The fund has supported:
initiatives through our We created the $100 million fund to strengthen our • The Guilde des développeurs de jeux vidéo
indépendants du Québec
Community Development socio-economic leadership and do more. We use the
fund to invest in initiatives aligned with our socio-
Funds | GRI 201-1 economic mission of supporting entrepreneurship,
• A new tech incubator coming to Matane
Our Community Development Funds (CDFs) are just education, social responsibility, sustainable • Créateurs de saveurs des Cantons-de-l’Est
one way caisse members show their generosity. At development and community involvement. • Accredited training for Entrepreneuriat Québec’s
each caisse’s general meeting, members can decide entrepreneur coaches
In 2018, we invested nearly $53 million to support some
to give up a portion of their individual dividends
252 initiatives benefiting members, communities and • Cétal, a social economy enterprise that employs
and allocate it to their CDF, which is managed by
regions. people with disabilities
the caisse’s board of directors. By contributing to
their CDF, caisse members are helping to support • The Bourse du carbone Scol’ERE carbon exchange
transformational projects in their communities. Initiatives by sector
Amounts given back by CDFs conomic

E
development
2018 $37.4 million 39% Education

5% ealth and healthy
H
2017 $38.3 million
living
6%
2016 $33.1 million umanitarian work
H
7% and community
18% service
Initiatives supported through our CDFs in 2018
11% Cooperation
We post videos on our website of some of the 14% Environment

initiatives we support. It’s an inspiring collection of
stories and proof of the great work that our caisses Culture
and members are doing in their communities.

›› To watch the videos:
https://www.desjardins.com/ca/co-opme/desjardins-
difference/being-member-contributing-endeavours/
index.jsp

4. Communities
Incubating new ideas with the Desjardins Lab

The Desjardins Lab explores ways we can stay current and in step with our members. Desjardins Lab crowned Corporate Champion
Through its initiatives and the Cooperathon startup impact track, the Desjardins Lab
supported some 20 startups in 2018, while 7,000 members of the public attended our of the Year by the jury and the public at
Desjardins Lab meet-ups. the Startup Community Awards Gala
The Desjardins Lab seeks out opportunities for mentoring, training, outreach,
internships and careers in Montreal’s startup scene for individuals who are
underrepresented in the tech sector. It also takes an inclusive approach that
recognizes the contributions of women in tech.
4.3 V
olunteer and fundraising
The Cooperathon: Innovation that
benefits people and communities
activities
We’ve always been here for people and communities. By pooling their time,
The Cooperathon is the brainchild of the Desjardins Lab and its partners. It’s a way
money and resources, our organization, our 46,216 employees and managers,
for citizen-driven startup-type projects to get off the ground and quickly move into
and our 3,779 directors form a powerful driver of sustainability. Our engagement
the validation phase. As the largest open innovation competition in Canada, it aims
and generosity are defining characteristics of our cooperative nature, which is a
to have maximum social impact. Over the 25 days of the Cooperathon, participants
huge source of pride for us.
have the opportunity to network with innovators and entrepreneurs to champion a
cause they care about. Whether it’s a scoreboard at the local arena, the oncology department of a
university hospital or a school auditorium, we’re proud to put our name and
The third annual Cooperathon featured 134 projects by 1,445 participants from 148
brand on things that improve people’s lives. We’d like to thank our employees,
cities. The projects fell into one of 4 categories: finance, health, education, and energy
managers, directors, members and clients for making these projects and
and the environment in partnership with Hydro-Québec. Participants developed
initiatives a reality.
innovative solutions to support the UN’s Sustainable Development Goals. The event
showcases the importance of diversity and inclusion as a source of innovation.
In 2018, we hosted the first-ever Data Cup at the Cooperathon. This open data
competition attracted 340 participants from the data, startup and artificial intelligence
communities.
Last year, we also held the first-ever Cooperathon in France, which attracted nearly
260 participants.

4. Communities
Making a difference with Coming together during Co-op Week Lévis to Montreal race
the Desjardins Cares and We put together a number of events to support For the second straight year, a group of Desjardins
young people during Co-op Week 2018. 4,000 employees organized a 275-kilometre relay race
Shares Campaign | GRI 201-1 Desjardins volunteers shared their expertise and lent between our Lévis and Montreal offices. For 30
Our employees, directors and retirees showed their a helping hand at 200 events benefiting 160 youth hours, runners handed off the proverbial baton, only
generosity once again by participating in the 2018 organizations in Quebec and Ontario. stopping to drop off the funds collected. Thanks to
Desjardins Cares and Shares campaign to raise funds our runners, we were able to support educational
Our employees gave to the 20th annual Gift of
for the United Way, the Canadian Red Cross and the programs for elementary and high school students.
Reading program, a book drive for underprivileged
Desjardins Foundation. Our 2018 campaign raised Runners raised over $50,000 for 16 schools.
children. The program supports childhood literacy
$5 million, 16% more than the year before, including
to help keep kids in school. We collected around
$1,216,000 for the Desjardins Foundation. The money Climbing Kilimanjaro
1,300 books in Quebec and Ontario. They will
donated to the foundation will be used to help young
be distributed to 750 participating schools, early 12 employees climbed Kilimanjaro to support 2
people stay in school and pursue a post-secondary
childhood centres, daycares and community causes near and dear to their hearts: youth education
education, with a reinvestment in 2019 of $1,124,000
organizations. (Desjardins Foundation) and Montreal heritage
in Quebec and $92,000 in Ontario.
Teams also helped sick and underprivileged children (Château Ramezay). They raised nearly $165,000,
including $115,000 for the Desjardins Foundation.
Supporting young people | GRI 201-1 by donating to a toy and food drive and volunteering
at Breakfast Clubs. The money will help fund programs in 47 schools
and organizations in Quebec and Ontario through
We’re all committed to supporting youth And some of our IT employees gave fun presentations the #DesjardinsFoundation Prizes.
about the tech field to students in grades 3 through 6.
We highlight our support for young people through
our We’re All Committed to Supporting Youth
campaign. We post videos about inspiring young Recognizing youth civic engagement
people who receive support from Desjardins We teamed up with COOPSCO to hold a contest to
through the Desjardins Foundation and through recognize the civic engagement of young student
our sponsorship of the Réseau des Centres de members involved in community organizations in
Formation en Entreprise et Récupération, the Quebec and Ontario. In its second year, the contest
Jeux du Québec and Forces Avenir. In addition to attracted over 250 entries in 2018—twice as many
showcasing our commitment to young people in the as the year before. The 5 winners each received a
areas of education, employment, entrepreneurship, $1,500 scholarship. We also donated $1,000 to each
health, healthy living, and community involvement, winner’s community organization.
the campaign shows how doing business with
Desjardins supports youth.
Ipsos-Infopresse award for social responsibility

Finalist in all categories: Commitment – Trust – Innovation – Presence

4. Communities
Desjardins Endowment Funds Desjardins General Insurance Accès Desjardins Division’s

Group Outreach Program volunteer matching program
Desjardins Endowment Funds are a long-term
investment in causes that matter to donors. Through Desjardins General Insurance Group (DGIG) created For over 10 years, the Citoyen coopératif program
these funds, the Desjardins Foundation promotes the Outreach Program in March 2015. When has been matching organizations with employees
philanthropic action by enabling members and clients individual employees or teams do at least 40 hours who want to give back, whether by donating money,
to plan donations and maximize their impact on their of volunteer work for an eligible organization during volunteering their time or giving blood. The program:
communities. the year, DGIG donates $500 to the organization.
• Engages employees by encouraging them to give
And if employees participate in a fundraiser for
To date, 111 donors have set up a Desjardins Endowment back
an eligible organization, DGIG matches the funds
Fund: raised, up to $100 for an individual or $250 for a • Helps create change in local communities
• $10 million under management team.
• Shows Desjardins’s commitment to volunteerism
• 60 beneficiary organizations In 2018, 235 new volunteers signed up for the
program, bringing the total to 1,222. Together, they In 2018, the program gave back $85,000 to the
• $650,000 given back to the community in 2018 volunteered 4,456 hours and raised $24,700 for community, and over the past 5 years, employees
dozens of organizations. Through this program, have volunteered nearly 4,500 times through the
program.
Programs to get employees DGIG hopes to encourage community involvement
and behaviours that are aligned with its values.
volunteering | GRI 201-1 Support program for Développement
We recognize employees who volunteer in order A healthier future for underprivileged children international Desjardins partners
to improve employee engagement and encourage
For 16 years, the Full-Service Brokerage team has In 2018, experts volunteered the equivalent of
community involvement. Here are a few of our programs.
supported the Montreal Canadiens Children’s nearly 420 days of work to provide support to
Foundation, which helps organizations that Développement international Desjardins partners.
Operation Red Nose encourage underprivileged children across Quebec They shared their knowledge in the fields of
In Quebec, we’ve been the lead sponsor of to make healthy lifestyle choices. In 2017–2018, the credit management, governance, communications,
Operation Red Nose since it was first created 35 team raised more than $603,000 through a number manager training and internal controls. Many
years ago. Desjardins General Insurance is the of fundraisers, for a total of $6.4 million to date. are Desjardins retirees who enjoy sharing their
campaign’s official insurer, providing insurance for knowledge and expertise with financial cooperatives
facilities, equipment and vehicles. Operation Red in developing and emerging countries.
Nose helps organizations dedicated to youth issues
and amateur sports in Quebec every year through
its road safety campaign. In 2018:
• 73,150 drivers across Canada took a free ride
• 50,440 Canadians volunteered as designated
drivers for at least one night, keeping the roads
safe for everyone during the holiday season

4. Communities
4.4 Responsible procurement

Procurement practices and supplier assessment
Management approaches | GRI 204 | 308 | 414 | 103-1 | 103-2 | 103-3 | 102-9
At Desjardins, procurement is more than simply acquiring goods and services—it’s a strategy that’s based on the “total cost of ownership” principle. We incorporate
our procurement process into the rest of our operations and use it as a way to make a positive contribution to our business strategies.
We purchase products and services primarily from suppliers in Canada. The effects of our purchases and purchasing requirements are felt throughout our supply
chain, from suppliers to their subcontractors and partners. Given our purchasing volume and the number of partners we do business with, we are in a position to
influence our suppliers and encourage them to adopt sustainable practices. Because we’re a service business, our purchases and supply chain support operations and
aren’t typically turned into products. Our supply chain is stable, with the exception of providers used for one-time initiatives.
Under our procurement policy, a dedicated procurement team handles all purchases, including products regularly used throughout the caisse network. Our approach
is based on social responsibility, business reciprocity and Desjardins’s codes and policies.
Supplier relationships
We strive to build respectful and collaborative business relationships with our suppliers based on industry best practices. We ensure that they understand and share our
sustainability efforts and approach. Our contracts include strict ethical principles.
Quebec finance industry leader in responsible procurement
Desjardins is the only financial institution that was a founding member of ECPAR (Espace québécois de
concertation sur les pratiques d’approvisionnement responsable), a Quebec-based group dedicated to building
partnerships to establish responsible procurement practices. As an ECPAR member, we developed a standardized
system to assess our suppliers against social responsibility criteria. This assessment is included in our overall
assessment of suppliers and their offers to encourage business partners to follow best practices.
To better communicate our sustainability expectations to suppliers, we have a Supplier Centre on our website with a section on responsible procurement. We also
published the Desjardins Group Supplier Code of Conduct, which sets out our expectations in the areas of ethics, governance, human rights, workplace health and
safety, the environment, overall performance and continuous improvement.
In 2017, we set up an internal committee on responsible procurement charged with launching initiatives that make a difference. It published a guide on responsible
procurement to promote sound purchasing behaviours across Desjardins. It has also worked to include more social economy enterprises in our procurement processes
and specific sustainability criteria for the procurement of certain key products. These measures are part of our annual responsible procurement plan.

4. Communities
We have also:
• Instituted building management procurement mechanisms at our main worksites. These include responsible procurement rules and assessment of products’ health and
environmental claims.
• Signed a statement of commitment to the L’économie sociale : j’achète! initiative of the Conseil d’économie sociale de l’île de Montréal and set an annual internal target for
this commitment.
• Announced that the whole organization will stop buying certain single-use plastics (water bottles, cups, coffee stirrers and straws).
We standardized our approach to responsible procurement as part of our ongoing efforts to better incorporate social responsibility practices into our process. This
gives us better control over our social responsibility performance.
Share of spending on local suppliers | GRI 204-1

In 2018, we purchased $1.7 billion in products and services from nearly 2,500
suppliers, most of whom are based in Canada.
2018 supplier assessment

(excluding claims and the caisse network)
Professional services
Desjardins named a provincial
1%
32%
Hardware role model for responsible
2% Software procurement best practices by
3%
Telecommunications the Ministère de l’Économie et
6%
13%
Building and facility management de l’Innovation du Québec
Logistics
7%
Marketing and communication
9% 13% Market data
13% Office supplies, printing and records management
Lodging, meals and travel

4. Communities
supplier assessment In 2015, we began improving our responsible procurement practices. Our
procurement sector created a 2015–2018 social and cooperative responsibility
As part of our strategic procurement process, we assess the overall performance of action plan to better incorporate sustainable development and cooperative
our suppliers using 4 main criteria: principles into our purchasing practices.
1. Cost In 2016, we standardized our supplier sustainability assessments. All our suppliers
now answer a questionnaire that covers 4 areas:
2. Service
• Responsible management
3. Agility
• Environmental performance
4. Desjardins values
• Social performance
• Economic performance
Based on the answers, we assign each supplier a social responsibility score. We
consider this score in their overall assessment, which is based on our cooperative,
sustainability and business reciprocity values.
In 2018, we assessed the sustainability of 208 suppliers and purchased over
$800 million in products and services from them. Since standardizing this
process in 2016, we’ve assessed nearly 200 businesses a year using our standard
sustainability criteria.
GRI 308-1 | 414-1

2018 2017
Percentage of suppliers assessed 8% (208 out of 2,494) 6% (150 out of 2,500)
Percentage of products and services 47% ($800 million 42% ($720 million
purchased from assessed suppliers out of $1.7 billion) out of $1.7 billion)

5. R
esponsible finance Gradual incorporation of
environmental,
social and
governance (ESG)
factors into all our activities
Nearly
700 jobs
created or maintained
through our solidarity-
based financing programs
11 new
responsible investment
products
5. Responsible finance
5.0 Responsible finance

Doing what’s best for our members and clients means growing the responsible finance sector
At Desjardins, we actively contribute to the environmentally and socially responsible finance sector, chiefly through our solidarity-based financing
programs and our green products and services. We support our members and clients, so that they can contribute to the economic vitality of their
communities and the fight against climate change. As a pioneer in responsible investment, we offer our members and clients a concrete way to affect
social and environmental change through their financial choices.
For a year now, we’ve been gradually incorporating environmental, social and governance (ESG) factors into all our activities, including wealth management,
life and health insurance, property and casualty insurance, business financing and development capital.
5.1 Responsible finance for all needs

Responsible products
Management approach | GRI 103-1 | 103-2 | 103-3
As a financial services cooperative, we contribute to the social and economic well-being of people and
communities.
We do this by providing products and services that meet our members’ and clients’ needs, and by thoroughly considering ESG factors when making business
decisions. Our mission and cooperative values are reflected in our commitment to promoting sound personal financial habits and providing socially responsible
products that contribute to sustainable economic growth. We offer responsible investment products that are both Canadian and international in scope.
Our sustainable development policy and the recommendations of our ESG Steering Committee provide a framework for promoting sustainable development and
implementing the necessary business and management practices. We create and distribute exclusive green and socially responsible products, including our Green
Homes Program, a line of responsible investment products, discounts on home and auto insurance and the Green option auto loan.
We’ve also established a financial education policy to give people the skills, know-how and ability to make responsible financial decisions.
At Desjardins, we believe that solidarity-based financing is a source of sustainable prosperity. To this end, we build strategic partnerships with numerous community
organizations to offer these types of financing programs. These programs provide guidance, financial education and personalized support adapted to the needs of
the financially vulnerable. They also provide loans to entrepreneurs who don’t qualify for traditional financing.

Environmental, social and governance factors

Desjardins pioneered the responsible investment movement in Canada. Today, we are a leading proponent of the approach across the country. Responsible
investment means integrating ESG factors into our investment selection and management decisions. We take a long-term view and invest in companies with a focus
on sustainable development. Our responsible investment products include SocieTerra portfolios and funds, Priority Terra guaranteed investments, and our line of
responsible investment exchange-traded funds. According to our responsible investment policies, securities are selected and managed in our funds and portfolios
mainly using the following strategy:
• We screen out investments in companies associated with negative environmental or social impacts or side effects.
• We incorporate extra-financial ESG criteria in the selection and management of companies we invest in.
• We use shareholder engagement to incite change.
• We form coalitions with other institutional investors to lobby for improvements in corporate policy, industry standards, and national and international regulations.
In 2018, we conducted our first assessment of the carbon and ESG risks associated with our business financing, so that we could begin developing a responsible
financing strategy.
We’ve also gradually begun integrating new authorization criteria that take ESG factors into consideration into all our business decisions. In concrete terms, this means
that before making a business decision, our teams look at whether the partner:
• Has consulted with the affected communities, including First Nations communities
• Has a comprehensive plan to substantially reduce their carbon footprint and manage the risks posed by climate change
• Has compensation and workplace health and safety policies in place
We developed analysis and training tools, as well as a community of practice where professionals can become familiar with ESG concerns. This approach will be used
for all our activities, including wealth management, life and health insurance, property and casualty insurance, business financing and development capital.
Finally, we reaffirmed our general commitment to the Principles for Responsible Investment and announced that both Desjardins Financial Security and Desjardins
General Insurance Group would be signing the Principles for Sustainable Insurance. These frameworks are internationally recognized United Nations initiatives. We
will decide whether to sign the updated Principles for Responsible Banking in 2019.
The Desjardins Group Management Committee tracks sales of our Green Program products on a quarterly basis. In 2018, we expanded our line of green products to
28. The growing popularity of our responsible financial products and services clearly shows that they meet the needs of our members and clients. We continually
review and enhance our offer to ensure that it remains both relevant and accessible.

Policies with specific Solidarity-based financing programs | GRI FS7

environmental and social We’ve entered into strategic partnerships with community organizations to continue expanding our solidarity-
components | GRI FS1 based financing activities throughout Quebec.
We have internal policies on:

In 2018, we invested $12.6 million in these programs.
• Sustainable development
Desjardins Mutual Assistance Fund
• Financial education
The Desjardins Mutual Assistance Fund provides individuals experiencing financial hardship with budget
• Regional development
counselling and emergency loans. It allows them to address their short-term budget problems, so they can
• Community involvement for the caisses make lasting changes to their spending and budgeting habits. This successful program is a partnership
between Desjardins and a number of community organizations specializing in financial education and budget
• Regional decentralization
counselling.
• Automobile use
Desjardins Mutual Assistance Fund
• Business travel
2018 2017 2016
• Courtesy vehicles Caisse participation rate 76.0% 71.0% 65.0%
• Procurement Number of people supported 10,528 8,431 7,719
Number of loans extended 683 634 693
• Disposition of property
Total amount financed $453,782 $418,943 $415,133
• Exercise of proxy voting rights
In 2018, the Desjardins Mutual Assistance Fund provided financial guidance and support for 22,203 people.
• Responsible investment This figure includes everyone who took part in individual or group financial education activities, including
participants’ dependents.
• Standards for caisse Community Development
Funds ›› To learn more:
www.desjardins.com/mutualassistance
We also have:
• A supplier code of conduct
• A Desjardins-wide code of professional conduct

Créavenir Desjardins Microcredit to Businesses

Créavenir was launched in 2007. It’s a financing program that supports young Desjardins Microcredit to Businesses is a program providing micro-entrepreneurs
entrepreneurs looking to start up a business. They can use the loan as working and self-employed workers with the support they need to consolidate their
capital for their business, and no guarantee is required. The program also has a businesses or get them off the ground. Launched in 2004, the program includes
financial education component, and mentoring is provided by local partners with financial coaching services provided by members of the MicroEntreprendre
business startup expertise. We’re gradually offering this product across Quebec. network, in addition to financing from participating caisses. It’s available to help:
Créavenir is open to caisse members between the ages of 18 and 35 who have a • Micro-entrepreneurs and self-employed workers who have little or no access to
public company or cooperative that: traditional credit
• Isn’t off the ground yet • Newcomers to Canada who need support financing a startup
• Has been in business for less than 3 years
2018 RESULTS 2018 RESULTS
Average financing amount 658 entrepreneurs $7,850 in 276 jobs

$1,982,788 for 415 jobs created 91%
of $13,769 (over 20% in the supported average created or
144 projects or maintained repayment rate
form of grants) (106 businesses) financing maintained
This financing helped young entrepreneurs attract $16.2 million in investments This financing helped businesses attract $5 million in investments.
for their businesses.
Créavenir Desjardins Microcredit to Businesses

2018 2017 2016 2018 2017 2016
Caisse participation rate 67.0% 53.5% 44.0% Caisse participation rate 62.0% 49.0% 43.0%
Total loans $1,599,997 $1,262,047 $933,334 Total loans $832,572 $563,257 $503,174
Total grants $382,791 $345,669 $215,266
›› To learn more: www.desjardins.com/microcredit
www.desjardins.com/creavenir
In 2018, we invested $5 million to support entrepreneurs. This amount included donations, sponsorships and partnerships, as well as commitments through our
Créavenir and Microcredit to Businesses programs.

Inclusive finance offered

worldwide | GRI FS7
For nearly 50 years, Développement international LITHUANIA
Desjardins (DID) has been sharing Desjardins Group's

experience and expertise with developing and TUNISIA
emerging countries. Through its work, DID aims to
promote universal access to diversified and secure TAJIKISTAN
CAPE VERDE MALI NIGER CHAD
financial services and to support the development PANAMA HAITI
of individual and community assets. Operating in

some 30 countries around the world, DID offers its SENEGAL
GUINEA
partners a full range of specialized solutions that IVORY COAST
cover all facets of inclusive finance (small business NICARAGUA BURKINA FASO
UGANDA
financing, financial services for farmers, savings, TOGO

TANZANIA SRI LANKA THAILAND PHILIPPINES
technology, governance, gender parity, etc.). ECUADOR

BENIN
CAMEROON
CAMBODIA
VIETNAM
ZAMBIA
DID is an agent of change, and as such, promotes COLOMBIA
MADAGASCAR
better use of natural resources, environmentally

responsible agricultural practices, and measures
to mitigate climate risks. With a team of over 100
employees, DID is now recognized as a global leader
PARAGUAY
in its field. It takes an approach that puts local
communities in charge of their own development,
helping to bring financial inclusion to disadvantaged
communities across the globe. DID is also a proud
promoter and worldwide ambassador of Desjardins’s
cooperative model. Contribution to the development of financial
cooperatives in emerging countries1
2018 2017 2016 2015
Number of members or clients from partner institutions -2 10,857,818 11,458,831 10,931,386
Savings volume at these institutions -2 $6,900 million $6,581 million $6,506 million
Outstanding credit volume - 2
$6,525 million $6,673 million $6,632 million
1 This data includes institutions with which DID conducted financing or investment activities via its investment subsidiary, as well as institutions that received technical
support.
2 Data for 2018 will not be collected and compiled until June 30, 2019, which, for many of the financial institutions involved, is the regulatory deadline to file their
audited results.

Providing secure financial services to people in need

The inclusive finance institutions that DID works with have a total of 2,974 points
of service, many of them located in rural or marginalized areas. This network
gives 10.9 million families and business owners access to secure and diversified
financial services. DID’s ultimate goal is to make quality financial services available
to everyone.
Here are some of the ways it’s working to do this:
• Chip cards and biometrics, to ensure secure identification, even in areas with low
literacy rates
• Mobile technology, so that loan officers can travel to remote locations to meet with
people who are unable to get to a caisse
Supporting entrepreneurs in developing countries

Small and very small businesses drive innovation, job creation and socio-
economic development. In developing and emerging countries, limited access
to financing hinders the creation and growth of these businesses. This is why
DID has undertaken numerous projects to make services more accessible to
entrepreneurs:
• In Haiti and Benin, DID supported the implementation of new “cooperative”
entrepreneur financial centres, inspired by Desjardins Business centres.
• A financial centre for entrepreneurs was also built in Sri Lanka.
• Strong results from the AEP-Youth program, which supports startups from young
entrepreneurs in rural Cameroon, led to the project being extended.
• In Burkina Faso, a project proved that financial services play a key role in getting
farmers in developing countries to adopt new agricultural technologies and practices.

5.2 Effective and innovative responsible finance

More reasons to invest in a green home | GRI FS8 Loans to help businesses go green | GRI FS8
We encourage our members and clients to invest in environmentally friendly Designed to help businesses upgrade their equipment, buildings and vehicle
homes. With our Green Homes Program, those who purchase a new build or fleet, the Desjardins Energy-Efficiency Loan is being updated to better meet
make green renovations are eligible for a wide range of advantages, including: entrepreneurs’ needs. Since 2014, our business members have saved more than
• Cash back on their mortgage $4 million thanks to the Desjardins Energy-Efficiency Loan.
• Discounts, free services, competitive rates and much more Potential savings generated through the
Desjardins Energy-Efficiency Loan
Green discounts for drivers | GRI FS8
Total
With our Green option auto loan, members and clients can buy a new hybrid Electricity (in kWh) 21,712,791
or electric car at a competitive fixed rate and, depending on the province, may Natural gas (in m3) 1,799,219
qualify for a discount on their car insurance. More than 55 new hybrid and electric Oil (in litres) 461,553
models are eligible for the exclusive financing rate.
Propane (in litres) 446,000
Gas (in litres) 489,031
Diesel (in litres) 878,132
Greenhouse gas equivalent (in metric tons of CO2 equivalent) 8,952
Savings (in thousands of $) 4,021
Environmentally-conscious insurance | GRI FS8

We offer eco-friendly insurance products to Quebec-based business owners
who care about the environment. We also offer discounts for certain types of
environmentally friendly commercial vehicles and buildings.

Growing the renewable

energy sector
We contribute to the development of renewable
energy through our investments and financing. As at
December 31, 2018, our investments and financing in
this sector totalled $2.33 billion.
Financing for large businesses

We provide financing support to major corporations
for renewable energy and clean tech projects. As at
December 31, 2018, the total financing volume was
$1.23 billion. We’ve set objectives to increase this
volume.
Infrastructure portfolio
Together with the Desjardins Group Pension
Plan, we have an infrastructure portfolio valued at
approximately $2.6 billion as of December 31, 2018.
We’ve invested nearly $1.1 billion in the renewable
energy industry, representing a significant portion
(42%) of our infrastructure portfolio. Our 48
renewable energy assets are held jointly with
strategic partners.
5.3 Responsible investment
We’re also in the process of acquiring 4 new
renewable energy assets in Canada to grow the
New responsible investment products
infrastructure portion of our investments and invest
in the expansion of renewable energy sources: In 2018, we doubled our responsible investment lineup by adding
• 3 hydroelectric power plants in British Columbia, 11 new products.
generating around 70 megawatts We introduced 3 new SocieTerra funds and innovated in the Canadian market by launching a new line of
• A windfarm in Alberta, generating around 200 8 exchange-traded funds that provide reduced exposure to climate change risk factors, with 7 low-CO2 funds
megawatts and 1 fund that entirely excludes the traditional energy sector (coal, gas, oil).
This will bring our portfolio to a total of 52 renewable These new products were designed for investors who want to grow their investments and contribute to
assets. sustainable development, the fight against climate change and the well-being of people and communities.

Shareholder engagement
Management approach | GRI 103-1 | 103-2 | 103-3
We offer distinctive responsible investment savings products. Shareholder engagement is a fundamental part of our responsible investing strategy. This approach
allows us to interact directly with companies selected for our investment portfolio and open a dialogue that brings about improvements in the ways they manage
environmental, social and governance (ESG) issues.
This is one way that we can influence businesses, encouraging them to make their operations more sustainable, for the benefit of Canada and the rest of the world.
Our SocieTerra funds and portfolios and our responsible investment exchange-traded funds seek to influence targeted companies whose shares they hold by initiating
dialogue, submitting shareholder proposals and exercising shareholder voting rights at annual general meetings.
For companies to qualify for our responsible investment products, they must undergo 2 types of analysis: one using financial criteria, and another more thorough
analysis using ESG criteria.
Several Desjardins entities, namely Desjardins Investments, Desjardins Global Asset Management (DGAM), Développement international Desjardins (DID), the Caisse
d’économie solidaire Desjardins and the Desjardins Group Pension Plan, have signed the United Nations’ Principles of Responsible Investment. DID is also a member
of the Global Impact Investing Network and a founding member of the Canada Forum for Impact Investment and Development. DGAM also participates in the
Environmental and Social Committee of the Canadian Coalition for Good Governance, the pre-eminent corporate governance organization in Canada.
A public report is produced each year.

SocieTerra funds and portfolios | GRI FS8 Priority Terra Guaranteed Investment | GRI FS8
Desjardins Investments offers products from issuing entities (public corporations, Our Priority Terra Guaranteed Investment allows investors to diversify their
governments, etc.) that incorporate socially responsible and environmentally portfolio while supporting environmentally responsible companies. We carefully
friendly practices. To qualify for inclusion in the SocieTerra funds and portfolios, select companies from a wide range of economic sectors, including renewable
companies must pass an evaluation based on the following criteria: energy, that have taken steps to reduce the environmental impact of their
• A thorough analysis of ESG factors operations through initiatives such as lowering greenhouse gas emissions or
water consumption.
• An analysis of financial criteria
Priority Terra assets under management as at December 31
SocieTerra funds and portfolios – Assets under management (in millions of dollars)
as at December 31 (in millions of dollars)1 2018 2017 2016
2018 2017 2016 2-year Priority Terra 52.3 –1 –1
Desjardins SocieTerra Canadian Bond Fund 1.9 1.7 2.0 3-year Priority Terra 125.8 103.4 88.6
Desjardins SocieTerra Environmental Bond Fund 49.7 42.5 0.8 5-year Priority Terra 517.9 391.1 320.6
Desjardins SocieTerra Canadian Equity Fund 0.5 0 –2 Total 696.0 494.5 409.2
Desjardins SocieTerra American Equity Fund 4.1 2.0 0.5
1
Investment launched in 2018.
Desjardins SocieTerra International Equity Fund 0.2 –3 –3
Desjardins SocieTerra Emerging Markets Equity Fund 0.2 – 3
– 3
Desjardins SocieTerra Environment Fund 88.5 103.1 107.8 https://www.desjardins.com/ca/personal/savings-investment/market-linked-
Desjardins SocieTerra Positive Change Fund 1.7 –3 –3 guaranteed-investments/priority-terra-guaranteed-investment/
Desjardins SocieTerra Cleantech Fund 32.4 19.1 3.0
SocieTerra Conservative Portfolio 427.8 468.6 453.2
SocieTerra Balanced Portfolio 1,091.5 713.6 1,007.6
SocieTerra Growth Portfolio 695.7 383.6 638.9
SocieTerra Maximum Growth Portfolio 382.1 1,129.7 320.6
Total 2,776.4 2,863.9 2,534.4
1
To avoid duplicate entry, the Desjardins Fund assets above do not include the amounts invested through the 4 SocieTerra
portfolios.
2
Fund launched in 2017.
3
Fund launched in 2018. Top 5 Better World Funds – Corporate Knights
• Desjardins SocieTerra Cleantech Fund
Responsible investing
https://www.desjardins.com/ca/about-us/social-responsibility-cooperation/responsible- • Desjardins RI USA – Low CO2 Index ETF
financial-products-services/responsible-investing-lever-change/index.jsp
Understanding responsible investing
www.desjardins.com/ri
What is responsible investing?
http://www.letsthinkRI.com/
Desjardins Funds Policy on the Exercise of Proxy Voting Rights
https://www.desjardins.com/ressources/pdf/c15-policy-exercise-voting-right-e.pdf

Desjardins Securities discretionary Desjardins Private Wealth Management | GRI FS8

management | GRI FS8 Desjardins Private Wealth Management also offers a number of responsible
Desjardins Securities works with Desjardins Global Asset Management and investment products.
external investment firms to offer investors an array of responsible choices and
access to renowned portfolio managers. Starting with an investor’s profile, risk
Responsible investment assets under management as at
tolerance and preferences in terms of ESG factors, the Desjardins Securities December 31 (private wealth management) (in millions of
advisor draws up an investment policy that includes management mandates dollars)
to help yield the desired results. We offer 3 products that use a responsible
2018 2017 2016
investment approach.
Bonds 1.2 1.2 0.9
Responsible investment assets under management Canadian equity 39.9 35.4 34.3
U.S. equity 23.0 18.5 14.8
as at December 31 (discretionary management)
Total 64.1 55.1 50.0
(in millions of dollars)
2018 2017 2016
Ethical Canadian Equity Fund 2.9 0.7 0.5
(NEI Investments and QV Investors)
Ethical Global Dividend Fund 5.9 4.4 5.2
(NEI Investments and Amundi) Desjardins Private Wealth Management
Canadian Large Caps – Future
(Desjardins Global Asset Management)
2.7 3.6 4.4
named Best Private Wealth Management
Total 11.5 8.7 10.1 Company Canada
– Global Banking and Finance Review
Group retirement savings | GRI FS8
Our group retirement savings offer includes 3 responsible investment funds.
These funds are put together based on a financial analysis of companies and a
thorough review of ESG factors.
Responsible investment assets under management as at

December 31 (group retirement savings) (in millions of dollars)
2018 2017 2016
NEI Canadian Bond Fund 5.2 5.0 4.3
NEI Ethical Canadian Equity Fund 5.8 5.9 11.6
NEI Ethical Global Equity Fund 4.9 4.2 3.0
Total 15.9 15.1 18.9
https://www.desjardinslifeinsurance.com/en/group-retirement-savings-participants

Desjardins Global Asset Management Assets subject to positive and negative

Desjardins Global Asset Management (DGAM) manages investments for environmental or social screening | GRI FS11
institutional clients and provides, among other things, responsible investment Desjardins Wealth Management evaluated the equivalent of $3.6 billion in assets
strategies, some of which have been covered in other sections of this report. As against environmental and social criteria to screen out investments with negative
at December 31, 2018, DGAM held close to $1.8 billion in responsible investment impacts or side effects. It also screened the equivalent of $89.9 billion in assets
assets under management. against norm-based criteria.
Responsible investment assets under management as
at December 31 (DGAM) (in millions of dollars) Investment funds for developing
2018 2017 2016 and emerging countries
Environmental global equity1 170.8 418.2 405.0 Through the Partnership Fund and the Desjardins Fund for Inclusive Finance,
ESG Canadian bonds1 1,183.5 1,103.1 1,035.8 Développement international Desjardins (DID) and its investment subsidiary
ESG Canadian equity1 373.3 439.8 –2 FONIDI Management Inc. support 11 inclusive financial institutions in as many
Desjardins RI ETF 3
27.0 – 3
–3 countries, as well as 4 investment funds that benefit the families of more than
Total 1,754.6 1,961.1 1,440.8
635,000 clients. In the last year, DID actively played a role in governing institutions
that received equity investments: efforts were focused on developing strategic
1
These assets include SocieTerra funds and portfolios. plans, finding new capital or financial partners, adjusting operations, completing
2
Fund launched in 2017. mergers and acquisitions, and launching new business lines.
3
Fund launched in 2018.
Desjardins Global Asset Management responsible investing FundGrade A+ awards for
https://www.desjardins.com/ca/business/investment/global-asset-management/
investment-solutions/responsible-investing/index.jsp 2 of our funds – Fundata
DGAM Policy on the Exercise of Proxy Voting Rights • Desjardins Quebec Balanced Fund (Canadian Neutral Balanced Funds category)
https://www.desjardins.com/ressources/pdf/c15-policy-exercise-voting-right-e.pdf • Desjardins Global Infrastructure Fund (Global Infrastructure Equity Funds
category)
Engaging in dialogue | GRI FS10
Shareholder dialogue is a strategy whereby a shareholder (or their representative)
uses verbal and written exchanges with the company to build a relationship that Lipper Awards for 2 of our funds
allows them to: • Desjardins Quebec Balanced Fund (Class A) – Best Canadian Neutral Balanced
• Raise concerns Fund, 10-year category
• Desjardins Overseas Equity Growth Fund (Class A) – Best International Equity
• Ask for information Fund, 3-year category
• Seek a change in behaviour
Several Desjardins entities, including Desjardins Investments, used their position
to engage in dialogue. The dialogues touched on a broad range of issues identified 3 awards for our market-linked guaranteed
in a risk analysis of each company’s corporate governance, environmental and investments
social responsibility practices. These dialogues were all conducted directly by
our responsible investment team or by external SocieTerra portfolio managers. – Americas Structured Products
We publish a report on the outcome every year. In 2018, we conducted this & Derivatives Awards
process with 112 issuers of securities.

A first-ever
6. Climate
climate-related
disclosure
in compliance
with international
recommendations
Part of a
pilot project
by the United Nations
Environment Programme –
Finance Initiative
Support
for electric
transportation
in Quebec and Ontario
6. Climate
6.0 Climate
Doing what’s best for our members and clients means contributing to
the energy transition and fight against climate change
As an official supporter of the Task Force on Climate-related Financial Disclosure (TCFD), we’re presenting our first disclosure on climate change. The
TCFD recommendations act as a reference for companies worldwide and promote transparency in climate reporting.
We’re taking concrete measures to reduce the carbon footprint of our operations. In 2017, we became carbon-neutral through purchasing carbon
credits to offset our greenhouse gas emissions. The projects we’ve chosen to support through offset purchases include forest preservation, energy
efficiency and the transition to renewables, and eco-citizenship education.
These measures, and others like them, are included in the action plan adopted by the Desjardins Group Management Committee in 2018. This plan
draws on our commitment to advance the goals of the Paris Agreement and outlines how we plan to respond to climate change, within the scope of
our 2018–2020 strategic framework.
We’ll also keep working with partners to fight climate change; in the last year, we participated in the Quebec Summit for a Just Energy Transition and
continued our relationship with Coop Carbone. We’re also a member of the Carbon Pricing Leadership Coalition.
Eco-responsible 2018 NOVAE

parking certificate program finalist BOMA BEST®
awarded to the Complexe Desjardins parking certification for 8 buildings in Lévis
for the Complexe Desjardins project to
lot by the Conseil regional de l’environnement
recover drywall during renovations
de Montréal

6. Climate
6.1 M
anaging Desjardins’s climate-related risks and opportunities –
Follow-up on recommendations by the Task Force on Climate-related
Financial Disclosures (TCFD)
Introduction
As a financial services cooperative that strives to Our Green Program is designed to meet In 2017, we adopted a position that reflects the
be close to our members and clients, Desjardins member and client demand for a smaller targets outlined in the Paris Agreement. We
recognizes the global challenge presented by carbon footprint and for products that made a formal commitment to reduce the carbon
the severe impacts of climate change on the reflect their values. In 2018, we doubled footprint of our investments and began focusing on
environment, the economy and society at large. the number of responsible investment renewables in our infrastructure investments. We’ve
Our mission is to improve the economic and products we offer. also begun including environmental, social and
social well-being of people and communities, so governance (ESG) criteria in our business decisions
we try to develop solutions for the individuals and and encouraging the use of electric vehicles, all
businesses we serve while also working to improve while improving our management and reporting
our environmental record. practices.
Desjardins has been following the principles of Desjardins became carbon neutral in 2017 following
sustainable development for over 25 years, weaving an earlier decision to purchase carbon offsets. Our
them into our strategic priorities and committing to carbon footprint is detailed in our annual Social and
a just energy transition in the face of climate change. Cooperative Responsibility Report.
We are a pioneer of responsible finance in Canada,
having developed a variety of green and socially
responsible products over the years.
UN CLIMATE CHANGE CONFERENCE

6. Climate
Desjardins and the The disclosure process is meant to help other

Desjardins is a participant in the UNEP FI Pilot
companies evaluate these risks and opportunities,
financial sector step up and to enable investors, borrowers, insurers, Project for Investors
One of the most important international initiatives shareholders and cooperative members to make
for financial markets has been the creation of the informed decisions. As an official supporter of
Task Force on Climate-related Financial Disclosure the TCFD, Desjardins is following the task force’s Desjardins is one of 500 organizations
(TCFD) by the Financial Stability Board, which recommendations closely and will be changing our supporting the TCFD recommendations
is chaired by Bank of England Governor Mark own disclosure processes to include climate-related
Carney. The TCFD develops voluntary, consistent risks and opportunities within the recommended
climate-related financial risk disclosures for use by timeframe.
companies, including financial institutions. Desjardins is also proud to be part of the Pilot Project
The TCFD recommends company disclosures on Implementing the TCFD Recommendations for Goals:
about environmental risk assessments and any Investors. The project was launched in 2018 by the
climate-related risks and opportunities affecting United Nations Environment Programme – Finance • Evaluate risks and opportunities
governance, strategic planning, risk management Initiative (UNEP FI), which also launched a pilot for • Make informed decisions
and performance management. a small group of financial institutions in 2017 and
• Manage climate-related risks
another for insurers in 2018.
We’ve also created an internal working group tasked
with continuously improving our disclosure of
climate-related risks and opportunities. This group
analyzes and applies TCFD recommendations on
4 different levels: Governance
Strategy
Risk
Management
Metrics
and Targets

6. Climate
Implementing TCFD • TCFD Recommendation 2 Transition risks
recommendations Describe management’s role in assessing and –– Regulatory risk

managing climate-related risks and opportunities
Desjardins defines current and future regulations,
1. Governance The Desjardins Group Management Committee, including those related to climate change and
supported by the ESG Steering Committee and the environmental protection, as a short-term risk. Laws
Desjardins Group Finance and Risk Management for carbon cap and trade, carbon pricing and emission
Board of Directors
Committee, is responsible for climate strategy reductions could negatively affect our commercial
implementation. This includes identifying, evaluating members and clients. They could also affect the
Corporate Governance Risk Management and managing climate-related risks and opportunities. suppliers of these members and clients, not to mention
Commission Commission our own suppliers, especially those with a large carbon
2. Strategy footprint.
Desjardins Group New disclosure regulations also pose a short-term
Management • TCFD Recommendation 1
Committee risk, as they could result in increased operating costs
Describe the climate-related risks and opportunities the for Desjardins and for our commercial members and
organization has identified over the short, medium, and clients, who will need to ensure they have the right
ESG Steering Desjardins Group long term structure in place to comply with regulations.
Committee Finance and Risk
Management
Committee –– Technology risk
Risks
There is technology risk in failing to reduce our
There are two types of climate-related risks: physical
carbon footprint and failing to pursue the research
• TCFD Recommendation 1 risks and transition risks. Within these categories,
and development of clean technologies that would
Desjardins has identified risks related to operations,
Describe the board’s oversight of climate-related meet increasing member and client demand for
financing, investing, property and casualty insurance,
risks and opportunities environmentally friendly solutions. It could result in
and life and health insurance.
Desjardins and our business partners losing clients to
Climate-related files are supervised by the Board of Physical risks competitors.
Directors as needed, with the support of the Corporate
Governance Commission and the Risk Management Physical risks include extreme weather events, such as
Commission. The commissions ensure that climate- heat waves, droughts, floods, wildfires or tornados. They
related risks and opportunities are included in are important in risk analysis because they may affect
Desjardins’s climate strategy, which is implemented our own organization’s finances, real estate, operations,
and monitored by the Desjardins Group Management business continuity and staffing (e.g., devalued assets
Committee. and investments and/or spike in absenteeism), as well
as those of our members and clients.

6. Climate
–– Market risk Desjardins General Insurance has developed several New markets
new products with that goal in mind:
Ignoring increasing member and client demand We also track our financing and investment volumes
for environmentally friendly products, including –– New flood coverage that provides better in the renewable energy sector. If we include the
financing, investing and specialized insurance protection. Desjardins Group Pension Plan, the organization
options, has been identified as a financial risk that has over $1 billion invested in large-scale renewable
–– Radar™: A prevention tool that uses
could result in a loss of clients to our competitors. energy infrastructure. Over the last several years,
geolocation to alert members and
we’ve also moved into the clean technology space
–– Reputational risk clients about storms or impending
in Quebec, prestige partnering with Écotech
climate events close to their homes.
As a major financial institution in Canada and Québec, a cleantech cluster. Various projects are
one of the largest financial services cooperatives –– Alert program: A detection tool that currently underway to promote cleantech growth
in the world, Desjardins has a reputation to alerts home insurance policyholders by developing specialized financing and investment
protect. Underestimating climate-related risks and about the potential for water and products and by supporting business growth.
opportunities in any strategy, or pursuing policies freeze damage.
and practices that don’t reflect our cooperative
–– A special management process during
values could result in reputational harm. That, in turn,
emergencies or disasters enabling Desjardins to
could have a negative impact on our financial results.
put claims teams on the ground and increase
This risk also applies to our partners, which could call centre capacity. It also speeds up damage
damage our own reputation. evaluation and payouts.
Desjardins also offers personal and commercial
Opportunities products and services that incentivize green
By prioritizing sustainability in our strategic plan, behaviour. The responsible investment
As part of our support for electric transportation
we’ve set goals not only to reduce risk, but also to exchange-traded funds (ETFs) we
in Quebec and Ontario, Desjardins partnered with
seize opportunities when adapting to and fighting launched last year are the first of their
Hydro-Québec and AddÉnergie in March 2018 and
against climate change, as well as making a just kind in Canada. Some of these ETFs
committed to installing 200 charging
energy transition. target a lower carbon output for the
stations for electric vehicles by 2021.
portfolio and others avoid investing in
There are already 40 new stations up
New products and services fossil fuels altogether. Our Green Homes Program
and running in 4 regions in Quebec:
provides exclusive benefits to clients who buy, build
Climate change is responsible for an increasing Quebec City, Côte-Nord, Charlevoix
or renovate a home through a recognized program.
number of natural disasters in Canada. As the third- and Saguenay–Lac-Saint-Jean.
And Ajusto, Desjardins’s telematics program,
largest property and casualty insurer in the country, encourages drivers to be safer by cutting down on
Desjardins needs to make sure that we’re always sudden stops and acceleration, which also saves
there for our members and clients. We can help them gas.
them deal with damage after natural disasters and
take steps to prevent and minimize future damage.

6. Climate
3. Risk management 4. Metrics and targets • TCFD Recommendation 3
• TCFD Recommendation 1 • TCFD Recommendation 1 Describe the targets used by the organization to
manage climate-related risks and opportunities and
Describe the organization’s processes for identifying Disclose the metrics used by the organization to performance against targets
and assessing climate-related risks assess climate-related risks and opportunities in line
with its strategy and risk management process Desjardins has set a target for reducing the carbon
Climate-related risks are identified, assessed footprint of our own investments as part of the fight
and managed using an organization-wide Desjardins has developed “green shift” and “carbon against climate change.
multidisciplinary process that is gradually being footprint” performance metrics for the following
included in standard risk management activities. opportunities, which are presented to the Desjardins We’ve committed to ensuring that, by 2020,
The work is carried out in collaboration with our Group Management Committee every quarter: the carbon footprint of our investments in
risk management, sustainable development and publicly traded securities is 25% lower than
responsible finance teams. Resources are responsible Green shift the average of the companies that make up
for identifying climate-related risks in their field the stock and bond market indices.
(financing, investing, insurance, operations). They –– Annual business volume of Desjardins’s green
then use existing management methods to evaluate products and services, in $M
the current level (low, moderate, high) of each risk. Desjardins started purchasing carbon credits
–– Cumulative volume of investment and financing
to offset greenhouse gas emissions in 2017. We
• TCFD Recommendation 2 in renewable energy, in $M
also focus our own direct investments in energy
Describe the organization’s processes for managing infrastructure, including the investments of the
Carbon footprint Desjardins Group Pension Plan, in renewables.
climate-related risks
–– Carbon footprint of operational activities, in
Designated resources ensure that existing methods As at December 31, 2018, Desjardins has
metric tons of CO2 equivalent and GHG/m2
provide for effective risk management as it relates to invested $1.1 billion and financed $1.2 billion
our climate strategy. If the methods are inadequate, –– Carbon footprint of investments (stocks and in renewables.
mitigation measures are recommended, in which corporate bonds)
case subject matter experts in each sector or support
function are responsible for creating an action • TCFD Recommendation 2 Desjardins is currently integrating new ESG criteria
plan and implementation schedule. Sustainable Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 into all our business decisions and working to set a
development and responsible finance teams work greenhouse gas (GHG) emissions, and the related risks new 2024 target for reducing GHG emissions for all
with the risk management team to follow up at six- activities.
month intervals. They produce a progress report Carbon footprint of Desjardins Group operational
that is presented to the Desjardins Group Finance activities (see section 6.2 of this report)
and Risk Management Committee.
As a participant in the Pilot Project on Implementing
the TCFD Recommendations for Investors,
Desjardins is currently developing analysis tools
and metrics to quantify climate-related risks and
opportunities in various scenarios.

6. Climate
6.2 M
anaging energy use and greenhouse
gas emissions
Management approaches | GRI 305 | 302 | 103-1 | 103-2 | 103-3
Climate change is one of the world’s biggest threats, which is why it is the main focus of our environmental
efforts. We’ve taken action on the largest greenhouse gas (GHG) emitters:
Transportation
Our Alternative Transportation Program lightens the environmental load of our employees’
travel. The program is available to employees in our main employment hubs (Lévis, Montreal,
Quebec City and Toronto). Each year, we set a target number of employees to participate
in the incentive program, with an allocated budget of around $1 million. The results of the
Alternative Transportation Program are included in our performance review. We also provide a shuttle for
Desjardins employees travelling between the Montreal and Lévis offices.
Some employees also work from home for a certain number of days every month. While we don’t have
any concrete data, it is another initiative that helps us reduce the impact of employee travel.
Paper consumption
An employee working in the finance sector uses between 50 and 75 kg (10,000 sheets) of paper every year. A life cycle analysis of paper products clearly
demonstrates the environmental impact of paper consumption:
• GHG emissions
• Deforestation
• Consumption of non-renewable energy resources and other fossil fuels
• High consumption of water
• Creation of de-inking sludge and effluent containing toxic compounds (for recycled paper)
• Use of bleaching chemicals, such as chlorine, which produce pollutants with potentially high toxicity levels
We use paper in our offices (mainly in Quebec and Ontario), and paper documents may be mailed out to members and clients across Canada. We’ve decided to
minimize the negative impacts of our paper consumption by prioritizing paper that is made in Quebec from 100% post-consumer waste.
Desjardins uses close to 1 billion sheets of paper every year. Because we’re aware of the environmental impact of our consumption, we launched the Paper Challenge,
setting 2 objectives for the 2015–2018 period: to reduce paper consumption by 10% and increase our use of recycled paper by the same percentage.

6. Climate
We’ve introduced a variety of initiatives to reduce paper consumption, including a print release pilot project and a decision-making tool to reduce unnecessary
printing. Some of our offices have been renovated to include collaboration zones, and the use of cloud-based technology is increasingly widespread; both of these
changes encourage employee mobility and decrease our reliance on printed documents. Finally, we’re continuing to install new ATMs with envelope-free deposits.
Through these initiatives, we’ve managed to reduce our paper consumption by 18% from 2014. We’ve also increased our use of 100% post-consumer recycled paper
by 5%. New initiatives are also planned for 2019, and we will have a new reduction target for 2024.
Energy consumption
Desjardins is the largest private-sector employer and landowner in Quebec. As such, we use a lot of energy to heat, cool and light our office space and to
power our computer equipment. To mitigate the impact of our energy consumption, we’ve implemented a number of energy efficiency measures, which also
help us lower our energy costs considerably. Our strategy is not to coerce, but to incentivize.
Our real estate action plan includes energy efficiency practices, which have led to LEED® or BOMA Best® certification for some of our buildings. We take
energy efficiency into consideration when building and renovating. We formally expressed our commitment to clean energy by signing the Statement by Financial
Institutions on Energy Efficiency.
Since 2008, we’ve been producing an annual inventory of our greenhouse gas emissions for publication by the CDP, formerly the Carbon Disclosure Project. The goal
of the CDP is to collect data on how businesses around the world manage their environmental impacts and share it with investors.
In 2019, we’ll set a new target to reduce GHG emissions from our operational activities. We won’t be purchasing new carbon offsets to reach these reduction targets.
Instead, we’ll be rolling out an internal program that optimizes business travel, reduces paper consumption and increases our energy efficiency.
We’ve been carbon neutral since 2017, through our purchase of carbon offset credits in several provinces. These carbon credits have been verified by a third party. We
carefully vetted these offsets to make sure that they benefit the environment, local communities, young people, as well as our members and clients.
The projects we’ve selected are:
• British Columbia: The First Nations Great Bear Rainforest project, an ecosystem-based management system of the largest remaining coastal temperate rainforest in the world
• Ontario: The Niagara Escarpment Forest Carbon Project, which manages, conserves and maintains the diversity of ecosystems along Ontario’s Niagara escarpment
• Quebec:
• Energy efficiency project by the Pointe-de-l’Ile (Montreal) and Patriotes (Montérégie) school boards
• ÉcoSolutions recycling project, associated with the CoopFA cooperative’s Bourse du carbone Scol’ERE program
• Energy efficiency and renewable energy project used in several greenhouses in Lévis, Saint-Nicéphore and Guyenne
We’ve also purchased carbon credits to offset the greenhouse gas emissions from our major events. This additional commitment was made to the CoopFA’s Bourse
du carbone Scol’ERE program, which teaches young people and their families about the importance of eco-citizenship and environmentally responsible behaviours.

6. Climate
Energy intensity | GRI 302-3

Energy intensity is one of the factors used to calculate our GHG emissions.
Canada’s Greenest
2018 2017 2016
Employers
Energy intensity (in gigajoules/m2) 0.88 0.88 0.92
(Top 100) – MediaCorp Canada
GHG emissions in metric tons of CO2 equivalent1 | GRI 305-1 à 305-5
2018 2017 2016

Direct GHG emissions (Scope 1) 2
16,541* 14,036* 17,608
Indirect GHG emissions (Scope 2) 3

4,962* 4,890* 5,038
Indirect GHG emissions (Scope 3) 4

37,787* 27,094* 33,722
Total GHG emissions5 59,290 46,019 56,367
Total GHG emissions intensity – GHG/m2 6 0.0282 0.0216 0.0257
* PwC conducted a limited assurance engagement on these indicators.
Our GHG emissions are up substantially, especially Scope 3 emissions. This is mainly because the factors used to calculate
paper-related emissions have been updated: http://environmentalpaper.org/2018/07/environmental-paper-network-launches-
extensive-update-to-its-paper-calculator-copy/.
1 G
HG emissions are calculated for all sources over which Desjardins has financial control. Rental spaces occupied by Desjardins, as well as spaces owned by Desjardins but occupied by
third parties (real estate investments) are therefore included. Estimates were used for these sites when data was not available. Biogenic emissions are not included.
2 Scope 1 emissions include those related to fuel consumption in the buildings that Desjardins owns (including real estate investments) and coolant leakage in Desjardins’s buildings and
vehicle fleet. Gases included in the calculations are: CO2, CH4, and N2O.
3 Scope 2 emissions include electricity and steam consumed in spaces owned and occupied by Desjardins. Gases included in the calculations are: CO2, CH4, and N2O. All emissions are
calculated using the location-based method.
4 S
cope 3 emissions include business trips made with rental vehicles and personal vehicles, as well as business trips made by plane, bus and train. Energy consumption from rental
buildings occupied by Desjardins is also included. GHG emissions on paper consumption are calculated according to the volume and recycled content of the different types of paper,
using the Environmental Paper Network’s Paper Calculator. Gases included in the calculations are: CO2, CH4, and N2O.
5 2018 data covers all of Desjardins Group and was collected for the following components:
Caisse network and centres Desjardins Investments

Desjardins Capital Management Inc. Développement international Desjardins
Desjardins Investment Product Operations Fédération des caisses Desjardins du Québec
Desjardins Property Management Desjardins Shared Services Group
Desjardins Global Asset Management Desjardins Technology Group
Desjardins General Insurance Group Desjardins Securities
Desjardins Financial Security
Entities not included in this list are excluded from calculations.
6 The GHG emission intensity is measured by dividing total GHG (scopes 1, 2 and 3) (CO2, CH4, and N2O) by the total area of all buildings under Desjardins’s financial control.

6. Climate
Reducing the environmental impact of our real estate activities

Over the last few years, many of our buildings have received environmental certification:
LEED® certification
Certification
Building City date Level
150 rue des Commandeurs Lévis 2016-02-19 Gold
Desjardins Securities, Le Windsor Montreal 2009-11-30 Gold
Desjardins Securities Toronto 2013-01-30 Gold
Caisse Desjardins de Lévis (head office) Lévis 2017-04-10 Silver
Caisse Desjardins de Terrebonne (head office) Terrebonne 2015-10-01 Gold
Caisse Desjardins de l’Ouest de la Mauricie (head office) Louiseville 2015-05-20 Gold
Caisse Desjardins de l’Ouest de la Mauricie (Saint- Saint-Étienne-
2015-04-24 Silver
Étienne-des-Grès Service Centre) des-Grès
Caisse Desjardins Thérèse-De Blainville (head office) Sainte-Thérèse 2014-04-30 Gold
Terrebonne 150 rue des Commandeurs
Caisse Desjardins Le Manoir (La Plaine Service Centre) 2013-06-27 Certified
(La Plaine)
Caisse Desjardins Des Chutes Montmorency (head office) Boischatel 2012-08-15 Silver
Caisse Desjardins de Granby-Haute-Yamaska (head office) Granby 2011-02-23 Gold
Alternative transportation
We have an alternative transportation program for
BOMA BEST® certification our employees. Employees are incentivized to walk,
bike, carpool, car share or take the bus, subway and
Certification
Building City date Level train for their commute and business travel.
150 rue des Commandeurs Lévis 2017 Platinum Incentives include discounts on public transit passes,
Complexe Desjardins Montreal 2016 Gold facilities for employees who bike to work, a carpool
6300 boulevard Guillaume-Couture Lévis 2018 Silver
matchup application and reserved parking spaces,
as well as corporate subscriptions to the car-sharing
6500 boulevard Guillaume-Couture Lévis 2018 Silver
service Communauto. These initiatives are part of
95 rue des Commandeurs Lévis 2018 Silver long-term investments of around $1 million a year.
59 rue Bégin Lévis 2018 Silver
In 2018, 8,827 employees used the Alternative
100 rue des Commandeurs Lévis 2018 Certified Transportation Program, up 5.3% from 2017.
200 rue des Commandeurs Lévis 2018 Certified
995 boulevard Alphonse-Desjardins Lévis 2018 Certified
6125 boulevard Wilfrid-Carrier Lévis 2018 Certified

6. Climate
6.3 W
aste management
We’re working with our suppliers and employees to reduce our environmental footprint. Waste management is part of our commitment to fostering the development
of a green economy and compliance with the Environment Quality Act. Our efforts (categorization, awareness raising and recovery) are concentrated on our sites
with the greatest potential for quick wins, including the Desjardins Campus in Lévis and the Complexe Desjardins in Montreal. This approach will gradually lead to a
standardization phase for other sites.
$4 million for curbside recycling

Since 2006, we’ve invested more than $4 million in funding for municipal curbside recycling. Each year, we give hundreds of thousands of dollars to Éco Entreprises
Québec and the Canadian Stewardship Services Alliance to help fund these important services and protect the environment.
Integrated residual waste management

We’re working to standardize our residual waste management processes. After analyzing our various processes, we identified a list of materials eligible for reduction,
reuse and recycling programs. Our standardized data collection system will enable us to gather annual data to help us better manage the following materials:
• Paper and cardboard • Metal • Computer equipment (desktop and laptop computers, printers, servers, monitors, peripherals, cartridges)
• Drywall • Plastic • Telecommunications equipment (headsets, cellphones, landline phones, videoconferencing systems,
• Office supplies peripherals)
• Organic material
• Glass • Office furniture
At the Complexe Desjardins in Montreal, we made changes to the facilities to encourage more tenants to participate in residual waste management.
In 2018, we created a Desjardins-wide residual waste management plan. A committee was created to oversee communication, execution and follow-up activities. Their
activities for the year included hosting workshops on how to properly sort residual waste.
Our residual waste management program (called RÉCÜP) and its objectives will be reviewed annually.

6. Climate
Reuse and recycling of residual waste | GRI 306-2 Better residual waste management
We’ve been managing our own residual waste for many years. Because we’re operating in the • We implemented an initiative to recycle and reuse
financial services sector, we can easily limit our production of hazardous waste to less than 1%. office supplies left behind after corporate moves. A
Hazardous waste is managed in compliance with all applicable legislation. not-for-profit organization sorts through the supplies
and sends them to developing countries.
Residual waste (in metric tons) 2018 2017 2016
• On Earth Day 2018, we hosted the first Insertech-
Sent to landfills 2,260.38 2,373.23 2,288.76 Desjardins repair café. This free event was open
Recycled or recovered 3,809.60 3,873.05 3,333.67 to the public, and over the course of the day, 106
Total residual waste 6,069.98 6,246.28 5,622.44 visitors brought their broken electronic devices in to
be diagnosed and repaired by volunteer technicians
Recycling/recovery/composting ratio 62.76% 62.01% 59.29%
from Insertech, Desjardins and other organizations.
Circular economy • With the support of Desjardins

We partner with our printer supplier Lexmark and the MIRA foundation to recycle used ink cartridges to help caisse chairs and general managers,
fund MIRA’s operations in Quebec.
we decided to institute a Desjardins-
In 2018, a total of 20,990 cartridges—72% of our total usage—were remanufactured or recycled by Lexmark.
Our efforts raised $146,922, which was enough to cover the cost of 5 MIRA dogs.
wide ban on the purchase of
Through this circular economy initiative, not only are we making a positive contribution to society by helping
certain disposable plastic products
fund MIRA’s work with the visually impaired, but we’re also minimizing our environmental impact by helping (e.g., water bottles, cups, stir sticks
Lexmark reduce the amount of new materials it uses to produce its cartridges. It’s a great example of a win- and straws) starting in 2019.
win sustainable development initiative, where all parties get a social, environmental and economic benefit.
Instead, we’ll be recommending reusable pitchers
Composting bins | GRI 306-2 and water bottles. This initiative will take 100,000
plastic water bottles out of the waste cycle each year.
We have a long history of following best practices for waste management, and we’re always trying to improve
the way we do things. In the fall of 2015, we added a composting component to the existing waste sorting
program at our 2 main worksites, the Complexe Desjardins in Montreal and the Desjardins Campus in Lévis.
In 2016, we began emptying office waste bins less frequently (once a week), which has saved us upwards of
$200,000 per year. At the same time, composting in the Lévis offices has generated over $25,000 in annual
savings.
GLOBAL REPORTING INITIATIVE

For more on standards and indicators, see the GRI content index.

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2018 Social and Cooperative Responsibility Report

Message from the President and CEO .............. 9

GRI content index.................................................. 94 11

2018 Social and Cooperative Responsibility Report | 3 |

1,005 500 157 15 11 4 4 4

2018 Social and Cooperative Responsibility Report | 4 |

2. Socially responsible products and services

16 20 4. Employee skills development and training

3 5. Equality and diversity in the workplace

13 6. An inspiring, motivating and secure work environment

10. Environmentally-friendly waste management

18 12. Privacy protection

15 14. Individual and collective entrepreneurship

Structure and processes

Priority level for internal stakeholders 19. ESG risks

20. Ethics, integrity and compliance

2018 Social and Cooperative Responsibility Report | 5 |

Social and cooperative Overview

* Desjardins assets and assets managed by Desjardins for third parties.

2018 Social and Cooperative Responsibility Report | 6 |

UN Sustainable Development Goals

2018 Social and Cooperative Responsibility Report | 7 |

Desjardins Group highlights

Over 3,779 More than

7 million directors 46,200

$389 million Our first-ever

2018 Social and Cooperative Responsibility Report | 8 |

Doing what’s best for

2018 Social and Cooperative Responsibility Report | 9 |

2018 Social and Cooperative Responsibility Report | 10 |

The Desjardins Foundation

1.0 Members and clients

These time-saving innovations also save members

2018 Social and Cooperative Responsibility Report | 12 |

Sending severe weather alerts with RadarTM 1.2 E

For personal members

2018 Social and Cooperative Responsibility Report | 13 |

1.3 Support for cooperation and education

For students and young people

Helping young people stay in school and pursue an education

Awarded $2.4 million to help Supported over 188,000 young people

2018 Social and Cooperative Responsibility Report | 14 |

#DesjardinsFoundation Prizes Other partnerships

Introducing programming to 5- to 12-year-olds with Code MTL

2018 Social and Cooperative Responsibility Report | 15 |

Teaching young people about money

School caisse | GRI FS16 Learning with Charly & Max

66,470 9,148 new

The site is full of activities, videos and games to:

2018 Social and Cooperative Responsibility Report | 16 |

A new way to save with My Savings Plan

Financial literacy for young adults

Over $3 million The coolest financial institution

2018 Social and Cooperative Responsibility Report | 17 |

Boosting investment IQs with the

2018 Social and Cooperative Responsibility Report | 18 |

Encouraging young people to go into business

For entrepreneurs Helping local immigrant entrepreneurs

2018 Social and Cooperative Responsibility Report | 19 |