RepoRt on - BNP Paribas

enhancing employees’ employability
with the group
to confront the massive changes for
banking sector business functions, the
group has focused on enhancing employees’
cross-business mobility.
to this end, the support framework for
employee mobility devised in 2008 was
rolled out at group level with the following
objectives:
— realising the value for the group to
be gained from mobility in a context
of ongoing and substantial changes
within bnP Paribas;
— preparing employees for future
mobility;
— supporting business reorganisations
that involve employee mobility;
— fostering sharing and knowledge of
the group.
in 2009 a total of 14 sessions were organised
for 145 people in order to support
employees through major organisational
changes.
bnP Paribas further facilitated access to
training in 2009 by providing upskilling
courses for eligible employees in france.
a total of 2,500 training sessions were organised
during the year, resulting in the
provision of 57,500 training hours.
induction and orientation
for employees
induction training enables new
employees to learn about bnP Paribas
and understand the role of their business
units within the wider organisation. these
programmes provide an occasion for new
hires to develop a professional network.
they help to create a sense of community
by offering shared terms of reference as
regards values, business principles and
methodologies. integration training also
involves various other components for
employees such as initial meetings with
managers and fellow team members,
discovering their workstations, and
learning about the environment in which
they will operate.
in 2009, the induction programme for
new hires was structured into three key
elements:
— first steps: new hires are received by
their managers and by Hr representatives.
a specific training tool has been
developed which couples new technologies
and knowledge of the group
in a “serious game”. the so-called
“starbank” game teaches about
banking activities as it is being played
and can be used by bnP Paribas
entities throughout the world.
— professionalism: this involves preparing
staff to take up their functions and
familiarising them with the group’s
management principles.
— perspectives: introducing employees
to the wider group and to their peers
within the organisation. this final
phase generally includes an induction
seminar which provides participants
with a strategic overview of the
group.
the induction programme also ensures
that new hires are introduced to
the organisation in a manner that is
consistent with their level of seniority
and business function while ensuring
compliance with the group’s principles.
it is particularly suitable for graduate
recruits as it marks the transition from
university into employment.
transmitting the corporate culture
and strategic vision of the group
the group’s cohesive risk management
culture is a key advantage and competitive
strength. the rapid growth experienced
by the group in the last five
years and the ongoing economic crisis
have highlighted the need to reinforce,
promote and proliferate bnP Paribas’
risk management culture throughout
the group while tailoring this approach
to suit the specific environment of each
business line.
40 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility
louveciennes
training centre
the group training Centre,
in the magnificent setting
of louveciennes near paris,
is a fully-fledged corporate
campus. it not only focuses
on building competencies but
also on providing a forum for
sharing ideas and nurturing the
corporate culture. the centre
caters to employees from all
businesses, countries and
backgrounds. in 2009 close to
22,000 employees attended
the centre to participate in
integration seminars, business‑
specific courses, cross‑
functional training programmes
and major group events.
the centre’s facilities have
been upgraded to ensure
that they are environmentally
friendly and that they comply
with sustainable development
objectives.
Risk Academy
to provide a pragmatic and
flexible response to this need,
the group’s Risk management
and human Resources
departments launched a
joint project, known as “risk
academy”, which is supported
by the group executive
committee. the project has
three goals:
• consolidating and
isseminating the group’s risk
management approach and
capabilities;
• providing a coherent view
of the group’s training
offering in the area of
risk management to all
employees;
• developing a community
of practitioners.