2007 REGISTRATION DOCUMENT

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7 ClearlySOCIAL AND ENVIRONMENTAL INFORMATIONidentified operational challenges< Contents >7.2 Clearly identified operational challenges1QUANTITATIVE AND QUALITATIVE WORKFORCE ADAPTATIONIn an overall environment of expansion, as illustrated by the high levelof recruitment, BNP Paribas has maintained a proactive policy formanaging jobs threatened by organisational changes and the impactof IT developments.In France, BNP Paribas SA adopted an Employment Adaptation Planfor implementation between 2006 and 2008. Under this voluntaryredundancy plan, 240 employees left the company in 2007, withinthe context of a career programme enabling them to create their ownbusinesses.Cetelem continued to pursue its wide scale development programme,“2008 Challenge”, which has led to major changes in the entity’sprocesses, tools and organisation. Nearly 600 Cetelem employees havebeen affected by internal, functional or geographical mobility.Over 150 employees found a job and career prospects in another ofthe Group’s entities in France, primarily in the Retail Banking network,thus demonstrating the effectiveness of the mobility and redeploymentpolicy implemented throughout the Group. Some 150 employees leftthe company, principally within the scope of career developmentprogrammes.Within BNL in Italy, the agreements signed in November 2006 withtrade unions on retirement, recruitment, mobility and professionaldevelopment have been instigated as planned. The results of theseagreements were as follows:■ 800 employees left the company;■ 700 employees were hired;■ 1,000 employees took advantage of mobility opportunities;■ more than 97,000 days of training (i.e., almost 730,000 hours) oftraining were provided.2345RECRUITMENT PROCESSES THAT MEET THE SPECIFIC NEEDS OF EACH BUSINESSINTENSIVE AND VARIED RECRUITMENTPROCESSESThe Group’s recruitment activity in France and abroad has remainedconsistently high, in line with expansion in all of its businesses. Thenumber of new employees increased considerably compared with 2006,to 24,000 new hires worldwide.➤RECRUIT MENT OF PERMANENT EMPLOYEESWork/study contracts were offered to 757 young people in 2007(460 on vocational training programmes and 297 on apprenticeships),representing a decrease of 12% on 2006, as all the positions availablefor master’s programmes were not filled due to insufficient numbersof applicants.BNP Paribas took on roughly the same number of trainees as part of aVIE (Volontariat International en Entreprise) programme, with nearly235 new trainees in 2007 compared with 240 in 2006. BNP Paribasmaintained its position as leading VIE recruiter in France. The number ofwork placements for master’s students also increased, to over 1,500.➤RECRUIT MENT OF PERMANENT EMPLOYEESIN FRANCE678RECRUITMENT IN FRANCEA wide range of profilesIn 2007, new hires were once again split evenly between young universitygraduates (20% with an associate’s or bachelor’s degree and 30% with amaster’s degree) and employees with some previous experience.910112402007 Registration document - BNP PARIBAS
SOCIAL AND ENVIRONMENTAL INFORMATIONClearly identified operational challenges 7Close links with schools and universitiesFaced with ever-increasing competition for candidates, BNP Paribas onceagain focused on implementing a lively and innovative communicationand sourcing policy in 2007. More than 100 events were held during theyear at schools and universities.These innovative recruitment events enabled the Group to stand out in theemployment market: BNP Paribas organised two in-branch recruitmentdrives in April and September 2007, leading to 240 new hires; the SecondLife recruitment campaign in June 2007, which targeted IT specialists,generated significant media exposure and enhanced the Group’s image;and the WAP recruitment site launched in November 2007 got off to apromising start, with approximately 400 users every day.All of these initiatives have enabled the Group to remain very attractiveto certain key target groups.BNP Paribas – an attractive groupA 2007 TNS Sofres survey showed that final-year students in leadingFrench business schools continued to rate BNP Paribas as the mostattractive employer in France, based on their prior knowledge. The Groupalso moved up to second position among engineering school students,making it the leading bank and the number one service-sector companyamong this group.As a result of these communication endeavours, the number of applicationsreceived in 2007 remained high. Despite increased competition forapplicants, BNP Paribas received a total of 200,000 curriculum vitae,including 65,000 for trainee positions (work placement, VIE and work/study programmes) compared with 45,000 in 2006.Combating discrimination< Contents >In 2007, the Group continued to broaden the initiatives taken to combatdiscrimination in recruitment and promote diversity. Interviewees arenow asked to fill in a personality questionnaire, with the aim of makingthe selection process as objective as possible. The HR function hasreceived a special training course in this regard, and an action plan wascreated that incorporates the key areas for preventing discriminationduring recruitment (see the section below on Promoting diversity inall of its forms.) Finally, a special recruitment initiative for disabledapplicants was organised in November 2007, in collaboration with theGroup’s disability unit.1234DEVELOPING THE SKILLS OF EMPLOYEES AND TEAMS5INNOVATIVE TRAINING PROGRAMMESTO BUILD TEAM LOYALTYTraining programmes offer BNP Paribas a means of attracting newtalent and building loyalty among its teams. The training policy andoffering seek to bring benefits at both collective and individual levels, bybuilding the skill-sets the Group needs to face new challenges, providingmanagers with tools and behavioural know-how tailored to their specificenvironment, and enabling employees to develop their competenciesthroughout their professional lives. All staff members are encouragedto pursue training that is relevant to both their current position andtheir future development.The process kicks off with the integration seminars for new employees.Business-specific training is then offered for skills development. Crossfunctionaltraining, aimed at a wider audience, has the goal of fosteringteam spirit and a sense of identity. It mainly takes the form of inductionsessions and managerial skills.Vocational training has been an integral part of the Group’s trainingpolicy since 2007. Vocational training programmes are offered to youngpeople beginning work/study programmes, and vocational trainingsessions are offered to employees on permanent contracts.INTRODUCTION TO THE GROUPAND INTEGRATIONIntegration sessions give new employees the opportunity to find outabout BNP Paribas and see their role within the context of the Group’smany businesses, as well as to start making contacts within the company.They help create a sense of group identity, offering shared terms ofreference as regards values, business principles and working methods.This training occurs in tandem with the other introductory proceduressuch as the employee’s first contact with his or her manager and teamand familiarisation with the workstation and working environment.In 2007, 184 young university graduates recruited in France attendedGroup seminar sessions. The Corporate and Investment Banking andFrench Retail Banking divisions held integration sessions for severalhundred new recruits.A large number of integration sessions for experienced executiveswere offered in 2007, to cater to the needs of managers taken on as aresult of the Group’s external and organic growth. In 2007, employeesfrom over 35 territories attended these sessions, with a significantnumber coming from TEB in Turkey and UkrSibbank in Ukraine, andan increased number from BNP Paribas Vostok in Russia.678910112007 Registration document - BNP PARIBAS 241
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1 TheTHE BNP PARIBAS GROUPBNP Parib
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THE BNP PARIBAS GROUP1The Group’s
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3RISK MANAGEMENT< Contents >3.4 Ris
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