2007 REGISTRATION DOCUMENT

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7 ClearlySOCIAL AND ENVIRONMENTAL INFORMATIONidentified operational challenges< Contents >WIN (Worldwide Integration Network) programmeThe WIN integration, training and career development programme is designed for young university graduates seeking international careeropportunities in the various countries in which the Group operates. The goal is to create loyalty and retain high-performing young executiveswith good career development prospects, in all territories. Participants are graduates of the best schools, with an international background,up to two years’ work experience prior to joining the Group, and an interest in European culture and geographic mobility. They are selectedon the basis of their performance in their current position.The WIN seminar takes place over two weeks at the Group training centre in Louveciennes. Participants in the 2007 WIN seminar included133 international executives, most of whom were in their first job. Over 20 nationalities were represented at each session. Over 600 employeesfrom different business lines and territories have taken part in the programme since its inception in 2001.As part of the Talent Development Programme, which is to be launched during the first half of 2008, a seminar is being developed on theGroup’s new challenges and should be ready for roll out in the autumn.123The Group training centre in LouveciennesThe Group training centre, in the magnificent setting of Louveciennes near Paris, is a veritable company university. Its mission is not only tobuild competencies, but to provide a forum for sharing ideas and building company spirit. Employees from all businesses, countries and culturescome here to participate in training sessions. In 2007, nearly 20,000 employees attended integration seminars, business-specific courses,cross-functional training programmes and major Group events.In March 2007, a US-European symposium organised jointly by Harvard Law School and the Centre for European Policy Studies (CEPS) washeld in Louveciennes. The venue for this annual symposium alternates between the United States and Europe and this was the first yearthat BNP Paribas hosted the European session. Around 100 participants, representing US and European regulatory authorities and financialinstitutions, came together to debate current regulatory issues. BNP Paribas was represented by the Group’s Chairman and several membersof the Executive Committee.45CROSS-FUNCTIONAL TRAININGWhile the various businesses define their own specific training needs,cross-functional training on project ownership and management,personal effectiveness and operations management are provided by theGroup training centre in Louveciennes, where 2,370 executives receivedtraining in 2007. A growing number of these cross-functional sessionsare also organised by the businesses.The training sessions with the largest increases in attendance were:■ e-learning: an experiment that started in 2006 within a group ofFrench Retail Banking agencies and BNP Paribas Securities Servicesis coming to an end. The results will be analysed shortly with a viewto expanding the use of e-learning;■ training on performance evaluation interviews, provided through acombination of classroom sessions and e-learning. This mix of learningformats helps keep learners motivated by giving them greater latitudeto organise their schedules;■ Step-Up: this new tool for learning English was implemented in2007. At 31 December 2007, 2,840 employees had signed up for theprogramme.TRAINING FOR SENIOR EXECUTIVESThe Leadership for Development programme was set up in 2005 inconjunction with France’s prestigious École Polytechnique and hasbecome very well-known. In 2007, 131 participants took part in theprogramme (over two sessions, six months apart), which is aimed athelping senior executives to enhance their personal abilities and developtheir careers through optimisation of leadership skills.Another two programmes for senior executives, PRISM and NEXTEP,were also continued in 2007. The objectives of these programmes areclosely linked to the Group’s career management policy, i.e., creating andnurturing 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 policiesare complementary and that the proper conditions are in place toprovide senior executives with the skills they need to drive the Group’sdevelopment. In 2007, 117 people took part in the four PRISM sessions,which mainly focused on key “managers of managers” posts. A totalof 16 senior executives took part in the NEXTEP seminar, over twosessions.678910112422007 Registration document - BNP PARIBAS
SOCIAL AND ENVIRONMENTAL INFORMATIONClearly identified operational challenges 7< Contents >PRISMPRISM gives managers the opportunity to reflect on changes in their environment and how these changes affect their day-to-day managementpractices: what changes have occurred? How are they reflected in the Bank’s various environments? How can these changes be dealt with?This seminar focuses on the topics of management, cross-functional perspectives and diversity.1NEXTEPNEXTEP offers managers assistance when they move to high-stakes positions. It helps them to find their place and manage the tensionsinherent in taking on greater responsibility by identifying the risks and opportunities involved. The aim is to make this transition a key periodof rapid and effective growth.23An ambitious project, the Talent Development Programme, was launchedto better identify and monitor the careers of high-potential employees.This is a collaborative project, created with the help of HR and othermanagers from the various core businesses and with the assistance ofexternal experts. The goal is to ensure effective succession managementand thus accompany the Group’s growth. Prior to the worldwide launch ofthe programme in 2008, a pilot phase was set up in seven areas (Australia,Hong Kong, Singapore, New York, Spain, Turkey and the eastern regionaldepartment of French Retail Banking) with the involvement of key playersfrom management, local HR, core businesses and business lines.4CREATING LOYALTY THROUGH A COMPETITIVE REMUNERATION PACKAGE5A BROAD AND COMPETITIVE REMUNERATIONPACKAGERemunerationSkills and levels of responsibility are remunerated through fixed salariescommensurate with employees’ experience and the market norm for eachbusiness. Individual performance is rewarded by variable remunerationbased on the achievement of set objectives. Variable remuneration takesdifferent forms from one business to another: the financing businessesuse bonuses, while sales businesses pay commissions.The Group strives to apply a fair, competitive and selective remunerationpolicy.■ Annual performance reviews are driven by a search for fairness inaccordance with a global procedure monitored by the Group HRfunction.■ The Compensation and Benefits division of the Group HR functionupdates annual benchmarks by business, type of post and country.This process is illustrative of the importance given to competitive fixedand variable remuneration.■ Remuneration is revised in accordance with selective criteria that areclosely linked to the development of employees’ skills, responsibilitiesand performances, as reflected in the annual performanceevaluations.Profit-sharing and value creationThe Group seeks to optimise its profit-sharing mechanisms in accordancewith local tax and labour regulations. It offers different types of incentivebonuses and profit-sharing plans in various territories.678Incentive and profit-sharing plans – BNP Paribas SAYear (in euros) 2003 2004 2005 2006 2007Gross amount 116,769,620 148,701,874 186,076,788 227,719,000 232,530,560Minimum amount per employee 2,328 2,945 3,772 4,696 4,728Maximum amount per employee 7,831 10,020 10,689 12,732 12,800910112007 Registration document - BNP PARIBAS 243
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2007REGISTRATION DOCUMENT
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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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