2020 Universal registration document and annual financial report - BNP PARIBAS584

7 a Committed Bank: information ConCerninG the eConomiC, soCial, CiviC and environmental resPonsiBility of BnP PariBas

7

Our social responsibility: developing and engaging our people responsibly

The Digital, Data & Agile Academy enhances its offering

The Digital, Data & Agile Academy (DDA Academy), a personalised and professional development offering for the key digital, data and agility roles, has continued to expand since its launch in 2018. Open to all Group employees, it offers training courses to develop the skills associated with these new roles and provides managers with drivers to accelerate the Group s transformation. Once trained, employees can access the jobs of tomorrow and achieve internal mobility more easily thanks to increased employability.

In 2020, the Academy expanded the DDA offering with 21 Reskilling, 51 Upskilling and 55 Reskilling Boost courses, all in French and English. These courses make it possible to 1) improve and strengthen skills (upskilling), 2) acquire new skills with a view to possible mobility and retraining (reskilling) and 3) acquire and deepen a single skill specific to a given role (Reskilling Boost).

Since its launch, nearly 2,000 employees have followed these courses. The proportion of women, currently at 40% (compared with 26% at the end of 2018 during the pilot phase), is increasing.

During the health crisis, employees showed a strong interest in these programmes, with nearly double the approved registrations compared to the previous year.

The integrated Legal function rolled out the certified training offered by the Digital Legal Skills Centre (DLC2) that will help legal experts address the challenges of digital transformation in their profession (753 lawyers trained since 2018, including 92 in 2020).

Intrapreneurship(1)

Fostering the emergence of talent and innovation to meet the challenges of society within the Company is more than ever necessary for the Bank to be a major player in the world after Covid-19 . The People sLab4Good, a corporate commitment intrapreneurship programme, supports shortlisted candidates in the realisation of their social or environmental projects, through a twenty-day training course on start-up methodologies. Since 2018, 50 intrapreneurs, from 12 entities and 7 countries, have contributed to the Group s sustainable transformation and 50% of projects continue to develop in the businesses after the end of the programme, such as Altermotive, Finance4Good or Green On.

Completely redesigned to be remotely offered in 2020, the People sLab4Good hosted 20 intrapreneurs, including 4 from ENGIE and 4 from Danone, as part of the #Intrapreneurs4Good coalition. This programme makes it possible to pool resources and expertise between the three companies, to share their sustainable innovation systems, while providing valuable connections between the ecosystems of each. For example, the BNP Paribas Tangata project, incubated at People sLab4Good 2018, worked on the deployment of its second batch of services during Danone s Noé hackathon.

Corporate volunteering work and other Group solidarity activities

In 2020, the programme #1MillionHours2Help structures the ambition stated in the Global agreement to do more for civil society (NGOs, associations) by promoting the skills of employees. Through this initiative, BNP Paribas aims to foster more sustainable, equitable growth by allowing all employees to use working time to help charitable organisations build a more inclusive, eco-friendly world. This target of 1 million solidarity hours equates to around half a day of paid hours per employee per year.

In 2020, more than 25,000 employees stated that they had been involved in solidarity initiatives in favour of civil society totalling over 516,000 hours, either during working hours or outside of working hours with compensatory leave.

In France, BNP Paribas Personal Finance, Leasing Solutions, Asset Management, Arbitrage and Arval have implemented systems similar to that of BNP Paribas SA since 2017, which included, in 2016, in the Generation Contract a section on end-of-career corporate volunteering work. As part of the Diversity Agreement, the programme of end-of- career corporate volunteering work was renewed for 4 years from 1 October 2020.

In 2020, 254 employees (110 of whom started during the year) were able to participate in work with non-profit organisations lasting 6 to 24 months.

It is important to note that the exceptional mobilisation of those involved (associations, dedicated Group teams and employees) made it possible to overcome the difficulties created by the health crisis. Only around twenty missions had to be postponed for a few months.

MOBILITY In order to promote internal mobility, the Group has remained focused on its HR 2020 strategy of pooling external recruitment and internal mobility within a single platform Staffing, Consulting and Solutions .

The global mobility management tool, Taleo, is deployed to 178,487 employees in 60 countries.

In total, the Group has a total of 23,544 transfers(2) in 2020 (29,669 in 2019), down by 21%. In France, 8,435 transfers were carried out compared to 10,163 in 2019.

Of these transfers, 3,931 are cross-functional (inter-entity and inter- business), down 18% (4,789 in 2019). There were 2,153 in France (down 19% compared to 2019).

Although the proportion of open positions filled by internal candidates increased almost everywhere, the number of employees who moved during the year is decreasing, due to the lack of momentum in the internal job market. Indeed, there are fewer positions to be filled in a context of decreasing departures and a moderate reduction in headcount. However, internal mobility remained at fairly high levels, especially with regard to inter-entity and inter-business mobility, a positive sign in terms of employee employability.

(1) An intrapreneur is an employee who develops, in-house, an entrepreneurial project with the agreement and support of the Company.

(2) Mobility is considered to occur when an employee changes assignment and/or position (a maximum of one mobility change per year and per employee).