RepoRt on - BNP Paribas

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nature and scope of our work we performed our work in accordance with the professional standards applicable in france. we carried out the procedures described below to obtain moderate assurance that no irregularities exist with regard to the selected sustainable development indicators and issues. a higher level of assurance would have required us to carry out more extensive work. — we reviewed the reporting procedures used by the group in the light of their relevance, reliability, objectivity and understandability. — at the group level: • we performed analytical procedures and verified, on a test basis, that the data used to produce the indicators had been correctly calculated and consolidated. this work involved, in particular, interviews with the persons from the bnP Paribas group corporate social responsibility department responsible for compiling and applying the procedures and consolidating the data. • we held interviews with the people in charge of editing the selected issues and received qualitative and quantitative data used while editing these issues. we interviewed, more specifically: - the Head of diversity at group Human resources for the issue “gender equality in the workplace”; statutory auditor Pricewaterhousecoopers audit - the Head of group microfinance for the issue “microfinance”; - the Head of csr at corporate & investment banking for the issue “implementation of the equator Principles”; - the responsible officer for iso 14001 certification at the accueil & services Program for the issue “iso 14001 certification of accueil & services branches”; - two corporate officers of the sustainable Purchasing function for the issue “employee business travel”. — we selected a sample of entities, as follows: • bnP Paribas sa in Paris (france); • bnP Paribas fortis in brussels (belgium); • bnP Paribas in frankfurt (germany); • bnl in rome (italy); • bmci in casablanca (morocco); • bnP Paribas london (uK). this selection was made on the basis of quantitative and qualitative criteria applied to the indicators. — with regard to the selected entities: • we checked that the procedures had been properly understood and correctly implemented on the basis of interviews with the persons responsible for preparing the data; • we performed in-depth checks on a test basis to verify the calculations and reconcile the data with the supporting documents. neuilly-sur-seine, 30 april 2010 147 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility the contribution of these entities to the group’s consolidated indicators represents between 29% and 89% of each indicator. we were assisted in our work by our teams specializing in sustainable development. conclusion based on our work, no material irregularities came to light causing us to believe that the sustainability indicators and issues reviewed do not comply, in all material respects, with the group’s “2009 social reporting protocol” and “2009 environmental reporting protocol” as used by bnP Paribas and applicable for the year 2009. Partner in charge of the sustainable development department of Pricewaterhousecoopers advisory gérard Hautefeuille sylvain lambert
table of ConCoRdanCe Report on environmental and social Responsibility pages Article 116 of the french nRe Act* principles of the global 148 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility global Reporting iniative** unep*** compact statement from tHe cHairman and cHief executive officer p. 02 1.1, 1.2, 4.8 Presentation of tHe bnP Paribas grouP p. 03-10 tHe grouP's aPProacH to corPorate social resPonsibility p. 11-19 responsibility based on core values and guiding principles p. 12 1.2, 4.11 2.3 bnP Paribas, a strong commitment to sustainable development p. 13 4.11-4.13 3.3 combining csr and economic performance p. 14-16 1.2, 4.11-4.13 2.3 recognition from sri rating agencies p. 17-18 art. 2 - 4° n° 8 1.2 2.3 & 2.6, 2.2 organised dialogue with stakeholders p. 19 sHareHolder relations p. 20-32 Human resources develoPment p. 33-54 group values underpinning Hr management p. 34 art. 1 - 1°-a / 7° n° 4, n° 5 4.8 ; ma : la ; ma : Hr Human resources policy framework p. 35-36 art. 1 - 1°-a / 7° 2.5, 4.8, 2.8 ; ma : la ; ma: Hr/ Hr 5 ; ma : la/ la1 Key challenges of human resources management p. 37-54 adapting quantitatively and qualitatively the workforce p. 37-38 art. 1 - 1°-a / 7°, art. 1 - 1°b ma : la/ la1/ la2 ensuring recuitment that meets the specific needs of each business p. 38-39 ma : la/ la1/ la2 developing skills of employees and teams p. 39-40 art. 1 - 1°-a / 7°, art. 1 - 6° ma : la/ la10-12 inspiring loyalty through competitive remuneration p. 41-42 n° 1 ma : ec dynamic career and mobility management p. 43-44 ma : la/ la 2 Promoting diversity in all its forms p. 44-49 art. 1 - 1°-a / 7°, art. 1 - 3° n° 1, n° 6 ma : la/ la 13-14 ; ma : Hr/ Hr 3-4 ; ma : ec/ ec 7 listening to employees p. 50-52 4.14-4.17 Protecting employee health p. 52-54 art. 1 - 5° n° 1 ma : la/ la 7-9 developing harmonious labour relations p. 54 art. 1 - 4° n° 1/n° 3 ma : la/ la 4 ; ma Hr/ Hr 5 relations witH clients and suPPliers p. 55-70 closely attuned relationships p. 56-64 art. 2 - 3° n° 9 ma : ec/ ec1/ ec2 ; ma en/ en6 ; ma : so/ so1, ma : Pr/ Pr1/ Pr3/ Pr5 3.2, 2.3 & 2.6, 2.7 socially responsible investment p. 64-68 n°9, n°1/n°2 ma : ec/ ec1 /ec2 ; ma : en/ en26 ; ma : Hr 3.2, 2.7 relationships with suppliers p. 69-70 art. 1 - 9° & al. 4 n° 1, n° 2, n° 9 ma : ec/ ec6 ; ma : en ; ma : Hr/ Hr1; ma : Pr/ Pr1 3.2, 2.4, 2.7 imPact on tHe natural environment p. 71-81 areas for action p. 72-75 art. 2 - 6° & 9°, art. 2 - 1° n° 7, n° 8 4.8 ; ma : en/ en 1/ en 2/ en 3/ en 4/ en 6/ en 7/ en 16/ en 17/ 2.1, 2.4 en 18/ en 22 drivers p. 75-78 art. 2 - 6° & 9°, art. 2 - 1° n° 7, n° 8 4.8 ; ma : en/ en 1/ en 2/ en 6/ 2.1, 2.4 en 14 / en 26 Key success factors p. 78-81 art. 2 - 6° & 9° n° 1/n° 2, n° 8, n° 9 4.8 ; ma : en/ en 6/ en 26 ; ma 2.1, 2.4, 2.2, 2.7 ec/ ec 2 a Partner in society p. 82-94 bnP Paribas and its involvement in microfinance p. 83-85 art. 1 - 8°, art. 1 - al. 2, 3 & 5 n° 1, n° 6 4.8, 4.12-4.17 ; ma ec/ ec 8 / ec 9 bnP Paribas' suburbs project: commitment to suburban renewal p. 85-86 art. 1 - 8°, art. 1 - al. 2, 3 & 5 n° 1, n° 6 4.8, 4.12-4.17 bnP Paribas foundation: imaginative and active support p. 87-94 art. 1 - 8°, art. 1 - al. 2, 3 & 5 n° 1, n° 6 4.8, 4.12-4.17 ; ma : ec/ ec1/ ec 6 corPorate governance p. 95-129 n° 6, n° 10 1.2, 3.1-3.7, 3.10-3.11, 4.1-4.7 2.3 the board of directors p. 96-98 report of the chairman p. 99-128 internal control p.118-123 n° 6, n° 10 3.1-3.7 / 3.10-3.11, 4.6, 4.9-4.10 2.3 limitation of the powers of the chief executive officer p. 124 n° 6 3.1-3.7 2.3 internal control procedures relating to the preparation and processing of accounting and financial information p. 124-128 n° 6 3.1-3.7, 3.13 2.3 executive committee p. 129 2.3 comPliance p. 130-133 n° 6 - n° 10 1.2 ; ma : so/ so4 review rePort by one of tHe statutory auditors p. 146-147 3.12-3.13 2.3 * The NRE appendices, pages 134 to 145, mention elements of reporting under the french NRE Act. ** MA: Management approach defined in the guiding lines GRI G3; EC: Economy; EN: Environment; IP: Responsibility regarding products; LA: Employment, social relations and work; HR: Human Rights. SO: Company. *** UNEP Statement by Financial Institutions on the Environment and Sustainable development.
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RepoRt on enviRonm
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meSSage fRom the ChaiRman and the C
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History 1966 creation of bnp the me
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RetAil banking over 7,000 branches
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a global leader and major player in
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Key figures Revenues (in millions o
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the gRoup’S appRoaCh bnP Paribas/
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combining csr and economic performa
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internal controls the group has an
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vigeo vigeo is europe’s leading s
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np paRibaS and itS sHareHolders 20
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changes in share ownership changes
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AveRAge monthly shARe pRices And mo
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nP Paribas uses two comparative met
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vidual shareholders and investors,
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annual general meeting bnP Paribas
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internet voting) are donated in add
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human ReSouRCeS development group v
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eakdoWn bY geograpHiC area 2006 200
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furthermore, natural employee attri
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enhancing employees’ employabilit
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neration, exceptional taxes. the me
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nP Paribas/london insights on team
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nP Paribas/Paris outreach to visibl
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nP Paribas/bahraïn parenthood: pil
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listening to employees bnP Paribas/
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these awards were created to share
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nP Paribas/new york bnP Paribas/lyo
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RelationS With ClientS and SupplieR
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in addition to these indicators, bn
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numbeR of Active ceRtificAtions 200
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protecting the most vulnerable clie
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cetelem’s responsible lending app
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identifying clients’ needs and se
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— incorporating esg issues into o
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this system is based on the shared
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impaCt on the natuRal enviRonment b
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internationally, the system for col
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in the commercial real estate busin
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compliance in the environmental fie
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financing renewable energy projects
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a paRtneR in society 82 Rep
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despite the crisis, bnP Paribas has
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micro-financed business start-ups i
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np paribas corporate & investment b
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“Proxité” association in saint
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elizabeth Kontomanou, the 17th sain
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Arval’s international network arv
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Page 117 and 118: corporate governance and nomination
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Page 123 and 124: permanent operational control the e
Page 125 and 126: limitation of the powers of the chi
Page 127 and 128: procedure for control of accounting
Page 129 and 130: making committee (“Pfc” - Produ
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Page 133 and 134: — Procedures relating to the acce
Page 135 and 136: nRe appendiCeS nre appendices - soc
Page 137 and 138: NRE indicator - 2009 year Scope for
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Page 151 and 152: corporate governance series of prin
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Page 155: tpi (Titre au Porteur Identifiable)
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