2007 REGISTRATION DOCUMENT

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