2018 Registration document and annual fi nancial report - BNP PARIBAS 543
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
COMMITMENT 6 : A LEARNING COMPANY SUPPORTING DYNAMIC CAREER MANAGEMENT
The will to create an environment that is conducive to employees development also depends on the Group s ability to create, for each of them, a variety of opportunities.
The 2018 objective for commitment 6: the percentage of employees reporting that they were trained at least once over the past 12 months was set at 90%(1). This rate, which has been steadily increasing since 2015 (when it was 74%), reached 88% in 2018, slightly below the target.
MANAGING CAREER PATHS
Develop skills and improve employability
The Group is committed to supporting its employees in the direction of the jobs of the future. The diverse offer is increasingly focus ed on digital. BNP Paribas has its own campuses, training centres and academies.
Update on the Leaders for Tomorrow Talents programme
As part of its transformation process, by the end of 2015 the Group launched the Leaders for Tomorrow initiative, aimed at identifying, developing and promoting high potential employees in order to ensure succession planning for the Group s cross-functional Executive Committees for Businesses, Functions and Regions (Top 500 LfC)(2).
These Leadership Talents have been identifi ed by their managers and HR supervisors at the business lines/functions on the basis of leadership profiles or of their skills, experience, motivations and personal preferences, which are key elements for a successful transformation.
By the end of 2018, nearly 6 5 00 "Talents" belonging to three different levels (Emerging, Advanced or Top) had been identifi ed and will benefi t from specifi c support and development mechanisms at business, country and corporate level.
In the past year, more than 950 Talents of around 40 nationalities from all the business lines/functions participated in Corporate events (mentoring, skills sponsorship, seminars, Personal Development Plan training sessions), in addition to initiatives offered locally or by Business or Function.
TRAINING POLICY
Forging and strengthening the Group s corporate culture
Group campuses, training centres and academies As in 2017, the Louveciennes Campus(3) hosted around 40,000 people. Construction w ork continued to add services such as a business centre and outside area to hold meetings in the open air.
At the Singapore Campus, the objective of digitisation (webinars, online platforms, virtual reality) was achieved with a growth in the number of employees trained in their entities in Asia, and 3,985 employees in 198 recurring training programmes.
A number of innovative paths were designed and rolled out in Africa, such as the professional certifi cation Professional qualifying Scheme ("Parcours qualifi ant Pro"). The BICI Academy (regional training centre) is one of the leading cooperative training structures in sub-Saharan Africa helping employees to tackle the challenges of the changes ushered in by new technologies especially.
The Leadership & Management Academy is a cross-functional initiative that aims at disseminating strategic managerial communication and internal and external approaches to current topics, and offers workshops for managers to develop a vision and leadership skills.
(1) Source: 2018 GPS over the scope of employees present in the Company at the time of the annual survey (15 May to 5 June 2018). 77% of respondents out of the 182,595 employees consulted
(2) Leadership for Change : 500 members of the cross-divisional Executive Committees of the Group.
(3) In France.
