Banken for en verden i endring The bank for a ... - BNP Paribas

Banken for en verden i endring The bank for a ... - BNP Paribas

• human resources development / clearly identified operational challenges

Training for senior executives

The Leadership for Development programme

was set up in 2005 in conjunction with France’s

prestigious École polytechnique. It is aimed at

helping senior executives enhance their personal

abilities and develop their careers through

optimisation of their leadership skills.

In 2006, the management training offering was

enhanced with the creation of two new programmes

for senior executives, PRISM and

NEXTEP (see boxes). The objectives of these

programmes are closely linked to those set out by

the Group’s career management policy, namely

creating and nurturing a community of senior

executives in key positions (PRISM) and helping

ensure the success of high-stakes career moves

(NEXTEP). The aim is to guarantee that training

and career management policies are complementary

and that the proper conditions are in

place to provide senior executives with the skills

they need to drive the Group’s development.




A broad and competitive

remuneration package



Skills and levels of responsibility are remunerated

by a fixed remuneration commensurate

with each employee’s experience and the market

norm for each business. Individual performance

is rewarded by a variable remuneration based on

the achievement of set objectives. Variable remuneration

takes different forms from one business

to another: the financing businesses use bonuses,

while sales businesses pay commissions.

The Group endeavours to apply a fair, competitive

and selective remuneration policy.

• Annual performance reviews are driven by a

search for fairness in accordance with a global

procedure monitored by the Group HR


The Compensation and Benefits Division of the

Group HR function updates annual benchmarks

by business, type of post and country. This

process illustrates the attention paid to the competitiveness

of fixed and variable remuneration.

• Remuneration is revised in accordance with

selective criteria that are closely linked to the

development of employees’ skills, responsibilities

and performances as reflected in the annual

performance evaluations.


PRISM gives managers of managers the

opportunity to reflect on changes in their

working environment and the impact on

their day-to-day management practices.

The types of questions asked include: where

can you see these changes? How do they

manifest in the Bank’s different contexts

and what are appropriate responses? The

PRISM seminar focuses on issues related

to management, cross-functional processes

and diversity. It had 77 participants in

2006, the year of its launch.


NEXTEP offers specific support to

managers of managers making highstakes

career moves. The seminar helps

attendees find their positioning quickly

and handle the tension that goes with

assuming a new function. By identifying

risks and opportunities, they can achieve

a swift and effective ramp-up in that crucial

first phase. Two NEXTEP seminars

were organised in 2006, for about twenty

senior executives.


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