2012 Registration document and annual financial report - BNP Paribas

7ARESPONSIBLE BANK: INFORMATION ON BNP PARIBAS’ ECONOMIC,SOCIAL, CIVIC AND ENVIRONMENTAL RESPONSIBILITYSocial responsibility: pursuing a committed and fair human resources policy7CSR presentation to the Central Works Council andEuropean Works CouncilBNP Paribas’ Central Works Council and European Works Council spent ahalf-day session considering and discussing CSR matters. The EuropeanWorks Council was joined by local managers and CSR ratings agencyVigeo, which presented its ratings methodology, particularly as regardsHR policies. After this meeting, the European Works Council decided toset up a working party to give greater definition to its CSR specifications.ACTIVE MOBILITY POLICYThe Group seeks to promote mobility between theGroup’s various business lines and entitiesTo promote internal mobility and provide an effective response to theneeds of business lines and the expectations of employees in terms ofcareer development, the Group adopted ten mobility principles in late2012. These principles were validated by the Executive Committee andapply to the whole Group. In particular, when filling vacancies, prioritywill be given to internal candidates before people are recruited externally.BNP Paribas stepped up efforts to develop tools, IT resources andpractices in support of mobility. In particular, this includes e-jobs,an internal, international mobility resource that was deployed in tennew countries and entities in 2012. As a result, 74% of Group staff in30 countries now have access to the job opportunities listed on thisresource. In 2012, 3,641 job opportunities were advertised worldwide,2,228 were filled (71% by internal candidates) and 13,124 applicationswere received. E-jobs attracted more than 776,700 employee connectionsin 2012, averaging 60,000 per month.A white paper summarising innovative and/or effective mobility practicesadopted by various countries and entities was published, to promote thesharing of best practice and inspire all Group entities in all countries tomeet their mobility challenges in a practical, effective and rapid manner.A Group behavioural skills catalogue listing 34 common behavioural skillswithin the Group was created, and was integrated within various HRmanagement tools, including e-jobs. In HR management, the use of acommon vocabulary regarding skills is facilitating mobility within theGroup.CAREER MANAGEMENTLeveraging talent through targeted policiesCareer management forms part of the policy defined by the Group’sHuman Resources Department and is based on a general principle ofdecentralisation. Each employee is followed by a local career manager,and particular attention is paid to two specific categories of employee,i.e. Senior Management and High Potential employees, who representthe Group’s future.The hard work that has been done since the integration ofBNP Paribas Fortis continued in 2012, including the November launch ofa new IT system supporting career management activities. The systemtakes an open, collaborative approach, and in years to come will supportthe development of more flexible and effective HR practices, promotinggenuine partnerships between managers, employees and HR.News from the Talent Development Program (TDP)The Talent Development Program, which covers more than 2,500 highpotentialstaff of around 70 nationalities, continued its geographicalexpansion in 2012. It is now operational in more than 60 countries. As wellas an annual talent identification process at the start of the year, a TalentReview Exercise has been adopted for previously identified employees.This exercise reviews all HR initiatives that have taken place under theTDP. The Group’s three training programmes in 2012 were attended by:■ 100 experienced high-potential staff under the Leadership forDevelopment programme, which aims to promote leadershipqualities and develop entrepreneurship while improving managerialeffectiveness and performance;■ 179 staff under the Go to Lead programme, which aims to foster cooperationin a multi-profession and multi-cultural environment;■ 67 junior high-potential staff under the Share to Lead programme,which aims to give staff a better understanding of teamwork issuesand identify their potential for improvement.The 2012 TDP Follow-up report highlighted the substantial increase ininitiatives at all levels (Group business lines, divisions and functions).These include mentoring, special training courses, events and meetingswith top management, specific assignments and the development oflocal succession plans. The greater number of these initiatives enabledthe Group to cover more than half of its high-potential staff.4002012 Registration document and annual financial report - BNP PARIBAS