RepoRt on - BNP Paribas

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Human resources policy framework An integrated system the Human resources (Hr) responsibilities charter was updated in 2009 as part of an overall review of the work and organisation of the group’s Human resources function. this policy framework provides a structure for the ongoing Human resources controls: risk mapping, procedures, key controls and reporting. in parallel, the list of procedures is updated and extended on a regular basis to include new organisations and changes in processing procedures and applicable regulations. a scorecard of thirty major operational risks has been compiled for the group. among these operational risks, combating Human resources discrimination has been deemed a critical risk factor by bnP Paribas. the merger with fortis bank has provided an opportunity to redefine the principles of the Human resources policy framework. this initiative is being pursued through a collaborative approach involving Human resources teams and the executive management teams of each business line. the delegations recognising the diverse businesses and cultures brought under one roof when bnP Paribas was formed, the group elected to adopt an integrated Human resources organisation. developing cohesive career management and compensation practices have been a critical factor contributing to the success of the group’s internal and external growth efforts. subsequently, the group Human resources organisation simplified decision-making processes and empowered local management by extending the responsibilities of the various core businesses, subsidiaries and countries, as well as reinforcing the role and purview of group-level operational leadership in the management of key positions. group Human resources is responsible for supervising career management for executives and upper-level managers in key posts under its oversight, and it takes the lead in managing career paths for high-potential employees. observance of the united nations global compact with a presence spanning more than 80 countries, bnP Paribas operates in a variety of political and regulatory environments. this means that the group must take particular care to ensure compliance with the principles of the united nations global compact, to which it is a signatory. in 2009, 45 countries were identified as representing the greatest risk in terms of human rights by authoritative organisations (1) in this field. bnP Paribas is present in nine of these countries, employing staff accounting for 3.3% of its total global headcount. in the most risk-exposed countries, where regulations tend to be less stringent, local human resources departments apply group rules to all employee management procedures. breakdoWn bY geograpHiC area 35 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility bnP Paribas and seven other major french groups have helped to found entreprises pour les droits de l’Homme (edH -- companies for human rights). edH seeks to identify practical ways in which companies can ensure observance of fundamental human rights. it brings together experts in human rights, global ngos and academics, and it undertakes to promote its approach to companies. a training module was devised in 2009 and is destined for use by Hr managers and heads of Human resources working in at-risk countries. (2 ) change in workforce at end-december 2009, the group had 201,740 net permanent paid (nPP) employees, representing an increase of 28,552 nPP employees compared with 2008. this increase was primarily attributable to the acquisition of fortis banque and bgl which consolidated the group’s presence in europe. the group’s worldwide workforce breaks down as follows: 1% middle east 2% luxembourg 2% south america 5% africa 5% asia 7% north america 9% it a l i a 9% belgium 27% europe (out of domestic markets) 33% france (nm oceania) (1) Amnesty International, Freedom House and Eiris. (2) For human resources development data, the scope of this analysis is the total NPP workforce managed by BNP Paribas as opposed to the consolidated workforce, which is limited to staff working for fully or proportionately consolidated entities calculated pro rata to the consolidation percentage of each subsidiary: 2002 2003 2004 2005 2006 2007 2008 2009 Consolidated workforce 87,685 89,071 94,892 101,917 132,507 145,477 154,069 182,459 Total workforce 92,488 93,508 99,433 109,780 141,911 162,687 173,188 201,740
eakdoWn bY geograpHiC area 2006 2007 2008 2009 France 57,123 64,080 64,217 64,635 Europe (excl. France) 53,461 62,473 68,542 95,201 North America 14,810 15,046 15,222 14,984 Asia 5,571 8,833 9,494 10,143 Africa 6,201 6,692 8,883 9,205 Latin America 2,924 3,287 3,957 4,801 Middle East 1,308 1,700 2,194 2,096 Oceania 513 576 679 675 totAl 141,911 162,687 173,188 201,740 the group’s workforce in france remained stable in 2009 and now represents less than one-third of the global workforce. the integration of fortis banque and bgl was chiefly attributable for the increase in the group’s headcount in europe. in eastern europe, the group’s workforce was reduced significantly due to the extent of the economic crisis affecting the region’s local markets. total WorkForCe bY business line 3% group functions and others 8% corporate & investment banking 13% investment solutions 17% bnP Paribas fortis bgl bnP Paribas 59% retail banking: -emerging markets: 24% -bancwest: 9% -Personal finance: 23% -equipment solutions: 6% -frb: 27% -bnl bc: 11% -central functions: nm Age pyramid the group’s age pyramid remains balanced overall. the lower age groups are predominant in most of the group’s divisions, while the opposite is true of retail banking in france and italy, while the age pyramid of the group’s retail banking operations in western europe is predominantly comprised of older employees. (1) gRoup Age pyRAmid – physicAl heAdcount – decembeR 2009 fEMALE: 105,718 - 53.13% MALE: 93,244 - 46.87% more 60 55 to 59 50 to 54 45 to 49 40 to 44 35 to 39 30 to 34 19,086 25 to 29 20,987 under 25 14,635 7,932 10,206 11,104 11,077 9,191 1,500 1,975 4,696 (1) Statistical data at december 2009 (excl. TEB, Fundquest and Sahara Bank JSC). 9,875 11,344 10,700 10,690 13,601 13 601 15,631 15 631 14,732 14 732 36 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility
Page 1 and 2: RepoRt on enviRonm
Page 3 and 4: meSSage fRom the ChaiRman and the C
Page 5 and 6: History 1966 creation of bnp the me
Page 7 and 8: RetAil banking over 7,000 branches
Page 9 and 10: a global leader and major player in
Page 11 and 12: Key figures Revenues (in millions o
Page 13 and 14: the gRoup’S appRoaCh bnP Paribas/
Page 15 and 16: combining csr and economic performa
Page 17 and 18: internal controls the group has an
Page 19 and 20: vigeo vigeo is europe’s leading s
Page 21 and 22: np paRibaS and itS sHareHolders 20
Page 23 and 24: changes in share ownership changes
Page 25 and 26: AveRAge monthly shARe pRices And mo
Page 27 and 28: nP Paribas uses two comparative met
Page 29 and 30: vidual shareholders and investors,
Page 31 and 32: annual general meeting bnP Paribas
Page 33 and 34: internet voting) are donated in add
Page 35: human ReSouRCeS development group v
Page 39 and 40: furthermore, natural employee attri
Page 41 and 42: enhancing employees’ employabilit
Page 43 and 44: neration, exceptional taxes. the me
Page 45 and 46: nP Paribas/london insights on team
Page 47 and 48: nP Paribas/Paris outreach to visibl
Page 49 and 50: nP Paribas/bahraïn parenthood: pil
Page 51 and 52: listening to employees bnP Paribas/
Page 53 and 54: these awards were created to share
Page 55 and 56: nP Paribas/new york bnP Paribas/lyo
Page 57 and 58: RelationS With ClientS and SupplieR
Page 59 and 60: in addition to these indicators, bn
Page 61 and 62: numbeR of Active ceRtificAtions 200
Page 63 and 64: protecting the most vulnerable clie
Page 65 and 66: cetelem’s responsible lending app
Page 67 and 68: identifying clients’ needs and se
Page 69 and 70: — incorporating esg issues into o
Page 71 and 72: this system is based on the shared
Page 73 and 74: impaCt on the natuRal enviRonment b
Page 75 and 76: internationally, the system for col
Page 77 and 78: in the commercial real estate busin
Page 79 and 80: compliance in the environmental fie
Page 81 and 82: financing renewable energy projects
Page 83 and 84: a paRtneR in society 82 Rep
Page 85 and 86: 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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the boaRd of diReCtoRS MICHEL PéBE
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LAuRENCE PARISOT Principal function
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conditions for the preparation and
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membership of the bnp paribas board
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strategy the board of directors for
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— the board was regularly informe
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compliance with european commission
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compensation — the board of direc
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Accounting internal control — eve
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internal control, risk management a
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corporate governance and nomination
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internal control the information be
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players involved in internal contro
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permanent operational control the e
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limitation of the powers of the chi
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procedure for control of accounting
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making committee (“Pfc” - Produ
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comPliance 130 RepoRt</stro
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— Procedures relating to the acce
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nRe appendiCeS nre appendices - soc
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NRE indicator - 2009 year Scope for
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nre appendices - environmental chap
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RevieW RepoRt fRom
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table of ConCoRdanCe Report on envi
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corporate governance series of prin
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opa (Offre Publique d’Achat) ope
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tpi (Titre au Porteur Identifiable)
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RepoRt on - BNP Paribas

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