La banque d'un monde qui change 2004 - BNP Paribas

Management rules that reflectthe group’s commitmentBy effectively transposing into performanceassessment criteria the core values andmanagement principles defined by seniormanagement shortly after the Group’s formation,BNP Paribas has been able to provide a consistentbasis for appraising employee performanceand attitudes around the world.The initiatives undertaken in the areaof strategic human resources management areknit together by an integrated policy frameworkbased on the Human Resources Department’sResponsibilities Charter. By firmly putting theGroup’s commitment into words, these guidelinesprovide a framework for the socially responsiblemanagement of its employees.The Group Human Resources directives manualdescribes the main roles and responsibilitiesof the Group’s HR managers. The more detailedpractice guide sets out pragmatic procedures forapplying these directives on a day-to-day basis.In addition, the Group’s procedures require formaldocumentation for certain HR-related actions,and the audit methodology distributed to auditmanagers by the Group’s General InspectionDepartment also takes into account theseHR guidelines.All employees can access the Human ResourcesDepartment’s Responsibilities Charter anddirectives manual via the Group Intranet.The across-the-board application of theseGroup guidelines simplifies decision-makingchannels and promotes local managementinvolvement by stepping up the responsibilitiesof the various divisions, subsidiaries and countries.This new local-level responsibility structurebegan in earnest in 2004.Quantitative and qualitativeworkforce adaptationThe businesses operated outside France by AssetManagement and Services, International RetailBanking and Financial Services, and Corporate andInvestment Banking typically draw on a youngerworkforce. The French Retail Banking business,however, is faced with the sizeable challengeof the predicted demographic changes to come.This issue has been factored into the Group’semployment policy for a number of years.The aims of the policy are three-fold:• to regularly and pro-actively manage the declinein the number of posts due to IT developmentsand organisational changes;• to offer opportunities and retraining toemployees whose positions are eliminated;• to provide the flexibility required to maintainhigh recruiting momentum and ensure effectivesuccession management.Succession management needs are assessedon the basis of forward-looking studies offuture employee requirements, which havebeen conducted since the early-1990s.With these needs in mind, the Group hasimplemented a series of Employment AdaptationPlans aimed at accelerating natural attritionand leaving scope for the recruitment of asufficient number of staff to efficiently refreshthe age pyramid within the Group.As in previous years, the Employment AdaptationPlan implemented in 2004 included several typesof measures:• Internal redeployment: the Bank systematicallyfavours the internal redeployment of employeeswhose positions have been eliminated.Employees involved in redeploymentprogrammes are provided with specificassistance in terms of mobility and retraining.