RepoRt on - BNP Paribas

human ReSouRCeS
development
group values underpinning
Hr management
for bnP Paribas, the goal of being “the
bank for a changing world” stems from
the core values chosen by the new
group’s top management at the time
of the merger between bnP and Paribas
in 2000. these values were reasserted in
2006 as follows:
— bringing together a global, multicultural
group;
— forging a strong, unique identity; and
— enlisting employee support for the corporate
mission by giving that mission
lasting sense.
A unifying approach
bnP Paribas is a global group on the move.
as such, it takes great care to respect the
cultural and personal backgrounds of all
its employees in the conduct of its business
and its human resources management
processes. the group’s core values
bind the diverse group of men and women
that make up the bnP Paribas community,
giving them a strong sense of shared
identity.
A distinctive
corporate identity
bnP Paribas expresses its distinctive
identity in all its businesses and territories
throughout the world. it has chosen
to focus on distinctive values, at both
an individual and collective level: only
three other global groups have included
commitment and ambition among their
core values, and bnP Paribas is unique in
choosing creativity and responsiveness.
Action-centred values
to serve as a common rallying point,
corporate values must be universally accepted
and exemplified on a daily basis.
accordingly, the group’s top managers
have spelt out the meaning and direction
of the individual and collective behaviour
that these values call for:
responsiveness means rapidly appraising
situations, identifying opportunities
and risks, making decisions and taking
effective action.
creativity means promoting new initiatives
and ideas and rewarding their
originators.
commitment involves devoting best
efforts to customer service and team
success, while meeting the highest standards
of behaviour.
34 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility
ambition reflects an appetite for challenge
and leadership, with the goal of
winning, as a team, a series of contests
in which the client is judge.
the same spirit presided over the work of
defining the management principles and
attitudes that are expected to govern the
behaviour of all team leaders. these principles
have been translated into the new
format for annual performance evaluations.
a uniform evaluation process is
now used throughout the group, across
all business lines, territories and levels of
responsibility.