2007 REGISTRATION DOCUMENT

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7 ClearlySOCIAL AND ENVIRONMENTAL INFORMATIONidentified operational challengesEmployee share ownershipThe Group encourages employee share ownership through an annualshare issue reserved for employees. Since the creation of the BNP ParibasGroup in 2000, the worldwide employee share ownership plan has been< Contents >offering workers the opportunity to become shareholders within theirown company for a minimum period of five years. They are entitled toa discount on the shares they purchase and to top-up payments fromthe company. Seven share issues have been offered in this context. Anamount of approximately EUR 300 million is subscribed to each year.1Employee rights issues 2007 Average over 3 yearsFrance International TotalNumber of eligible employees 71,816 59,998 131,814 113,064Number of employees subscribing 49,201 19,705 68,906 59,503Subscription rate 69% 33% 52% 53%Amount (EUR millions) 300.2 113 413.2 30223The subscription rate remained stable at 52% with almost six millionshares subscribed in 2007, underscoring the confidence that BNP Paribas’employees have in the Group’s development strategy.An extensive range of benefitsThe benefit plans developed by the Group involve setting up long-termsavings accounts for employees and helping them deal with unforeseenaccidents and other vagaries through access to personal risk plans.■ Employee savings plansThese plans enable employees to build up their savings, in particularwith respect to their retirement, by optimising local tax and labourschemes. Outside France, supplementary pension schemes are thepreferred means, whereas in France employee savings plans allowstaff to set up savings accounts with preferential tax and benefitstreatment in return for a medium-term holding period. These plans canbe topped up by payments from incentive and profit-sharing plans, byvoluntary payments by the employees themselves, or by possible topuppayments from the company. Perco (the Group retirement savingsplan) was launched in 2005 and has been subscribed to by severalthousand employees. The savings become available on retirement, inthe form of either an annuity or a one-off payment. The amount ofPerco top-up payments totalled EUR 3.4 million in 2007.■ Employee welfareThe Group has a longstanding benefits policy providing a high levelof protection to its employees. In 2007, BNP Paribas worked onharmonising its overall employee benefits procedures, particularlyoutside France, with the aim of ensuring greater consistency betweensometimes very disparate local systems. Outside France, the Groupseeks to provide benefits to its local employees and their families thatallow cover for medical consultations and hospital stays.■ A tailor-made, flexible personal risk plan in FranceBNP Paribas’ personal risk plan was set up under a company-wideagreement and has few equivalents in French companies. The flexibleplan offers staff a high level of cover for stoppages due to illness,disability or death. Each employee has a basic plan, which can becustomised in accordance with his or her personal or family situation.This is done by choosing the level of additional cover, for examplea one-off payment in the event of accidental death or the deathof a spouse, an education annuity, or a spouse’s annuity. Employeescan modify their choices at regular intervals. At 31 December 2007,56,000 employees in 36 French entities were covered by such apersonal risk plan.4567DYNAMIC CAREER AND MOBILITY MANAGEMENT8Several projects focusing on mobility have been implemented, includingan external audit of the Group’s mobility policy and processes in Franceand other countries. Following BNP Paribas SA, the mobility managementtool is now up and running in other entities and has been rolled outinternationally, allowing for more mobility through expatriation.In 2007, career management processes were improved through initiativessuch as expanding the scope for identifying high-potential executives,incorporating management performance reviews into the identificationprocess, and ensuring effective succession management.Another important initiative in 2007 focused on providing assistanceto BNL’s HR teams.910112442007 Registration document - BNP PARIBAS
SOCIAL AND ENVIRONMENTAL INFORMATIONClearly identified operational challenges 7CAREER MANAGEMENT THAT SUPPORTSEMPLOYEES’ PROGRESSIONBNP Paribas’ career management policy is designed to allow eachemployee to progress continuously within a well-constructed andcoherent framework. The Group invests in various ongoing trainingprogrammes adapted to individual profiles and aspirations.Career management within the Group is based first and foremost on therelationship between the employee and his or her manager. HR managersare tasked with monitoring this relationship and following up on eachindividual’s progression.➤CAREER MANAGEMENTA WELL-THOUGHT-OUT SUCCESSIONMANAGEMENT PLANOne of the Group’s most important career management projects ispreparing for the future by ensuring the long-term succession of itsexecutive management. Committees made up of managers from thevarious divisions and functions, as well as HR managers, meet once a yearto identify high-potential executives that could in future take over keyposts within the company. The Leadership for Development programmewas set up in 2005 to help these executives draw up individual careerdevelopment plans in conjunction with their managers. Approximately1,500 employees are involved in this programme worldwide.A specially-tailored career-tracking mechanism has been put in placefor junior executives, which includes frequent career counsellingsessions, customised seminars and meetings with Group leaders. Severalprocedures exist to coach these employees in the early stages of theircareer:■ high-achieving young executives whose development potential isspotted by HR managers at the time of their first promotion take partin specially-adapted group events;■ a special six-year career-monitoring process is in place for younggraduates hired in France who have a master’s degree and less thantwo years’ professional experience. These graduates are coachedthrough various stages of their professional life (change of function,remuneration, promotion) via integration seminars, on-the-jobtraining or training leading to a professional qualification that benefitstheir career development. This process is specific to France due to theconsiderable number of new hires there.Specific career assistance is also available within the various corebusinesses, business lines, functions or territories for junior or experiencedemployees joining the Group.A DYNAMIC MOBILITY POLICY< Contents >Career mobility is not only an attractiveness driver, but also a preferredmeans for the Group to adapt its human resources to the developmentof its business operations. It also allows employees to enhance theirprofessional experience and move ahead in their careers. Different formsof career mobility can help encourage employees’ potential in a new areaand enable them to acquire new skills:■ functional mobility: can mean a change of position, but alsoprofessional development or the enhancement of the employee’sskills, abilities and knowledge;■ geographic mobility: the employee moves to another town or, in thecase of international mobility, another country;■ inter-company mobility: the employee changes from one Group entityto another.Although the diversity of the Group’s businesses allows huge scope forcareer mobility, choices must take account of individual aspirationswhile at the same time ensuring that optimum use is made of the skillsalready gained by the employee. For this reason the Group’s performanceevaluation system encourages discussion between employees andmanagers as the basis for career management.To make mobility within the Group more dynamic and create a veritablein-house job market the Group has made a variety of tools availableto employees through the intranet, including Opportunités Carrières inFrance and e-Recruit in London. In France, BNP Paribas has a mobilitybrochure offering a range of tools: Opportunités Carrières, mobilityinformation sheets on the intranet, specific training initiatives, a guideto mobility within the Group in France and, where appropriate, individualassistance provided by a special team.2007 was a busy year for the Mobility team, which worked with nearly900 employees, including staff from Banque Privée Anjou for whomnew positions were found within the Group. A total of 234 individualtransfers were organised and sixteen seminars were held for employees inthe process of implementing their mobility plan, with the aim of activelypreparing them for the change that their mobility will bring.Improvements have been made regarding the provision of informationto employees on available positions. Managers can now use theOpportunités Carrières intranet site to post job offerings in France andother territories. This has been tested in the Ukraine in particular. In total,almost 1,400 offers were posted in France, including more than 30 forpositions in other countries. Spain was selected as a pilot site for theinternational roll out of this tool, which will continue in 2008.In terms of international mobility, since the end of 2007, BNP Paribas SA’score businesses and functions have taken over calculating expatriationpackages and issuing secondment letters. This system is gradually beingput in place for expatriate staff from the subsidiaries. Specialised externalpartners will soon be used to provide expatriate staff with additionalassistance, particularly in the form of intercultural training.12345678910112007 Registration document - BNP PARIBAS 245
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1 TheTHE BNP PARIBAS GROUPBNP Parib
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THE BNP PARIBAS GROUP1The Group’s
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1 ShareholderTHE BNP PARIBAS GROUPi
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