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

116sustainable development117Vendor-customer relationsIn implementing an industrial approach to itsproduction processes, the Group has chosen toretain control over the core competencies in eachof its businesses. Its operations have thereforeremained very integrated, making limited useof outsourcing but relying on many outsidevendors for products and services that arenot central to the business.In %10050874390529559Going against the grain of the widespread trendtowards outsourcing of information technologyfunctions, BNP Paribas opted in 2004 for a novelsolution, by creating a joint venture with IBMFrance to meet the Group’s IT processing needs.This strategic alliance answers the need toretain control over technology while reducingIT costs, and it preserves a leading-edge centreof excellence.The Global Procurement Group (GPG) drivesrelations with key suppliers worldwide. Whenrenegotiating expired contracts or issuing newtender offers, GPG systematically promotes socialand environmental clauses. Its role was furtherbroadened in 2004 thanks to the development ofInternet-based training and information tools foruse by the 2,500 global correspondentsof the Procurement function.The growing efficiency of this system is reflectedin the following trends:• the rising rate of input into the globaldatabase by the supplier accountingdepartments of Group entities;• the rising share of expenditure with vendorsapproved by the Procurement function withinthe total expenditure in the database.The coaching role that the Procurement functionplays both in-house and externally makes ita powerful catalyst for greater awareness andfor stronger integration of responsible behavioursby all economic agents.02002 2003Arval and its client the insurance company AGFdecided in 2004 to form a partnership around theissue of sustainable development. Both partners,being signatories of the UN Global Compact,undertook to collaborate in seeking mutualadvice in 4 areas:• protecting the environment, by selecting vehiclesbased on their CO 2 emissions;• controlling costs, through the use of appropriatemanagement tools;• promoting safety by choosing suitably equippedvehicles;• educating staff and others by drafting technicalsheets and best practices charters.To broaden its appraisal of the social andenvironmental responsibility of suppliers,the Procurement function relies on the capabilitiesof BNP Paribas Asset Management’s team ofnon-financial analysts. Its work outside Franceintensified considerably in 2004 with finalisationof the reporting protocol that will feed intothe future environmental management system.2004Input into global databaseContracts with approved vendorsas a % of total