Corporate social responsibility and profitability

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Dr.AshleyBurciaga,France,Researcher
Published Date:04-07-2017
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CORPORATE SOCIAL RESPONSIBILITY 2015 REPORTPROFILE A GLOBAL LEADER IN BANKING MORE THAN MORE THAN AND NEARLY €42.9 16 MILLION 16 MILLION 2.4 MILLION BILLION CUSTOMERS OF WHICH ALMOST CUSTOMERS IN THE INTERNATIONAL CUSTOMERS IN NET BANKING 1 MILLION PROFESSIONALS RETAIL BANKING NETWORK (OUTSIDE FOR HELLO BANK IN THE GROUP’S DOMESTIC MARKETS THE EUROZONE) INCOME MORE THAN 16,009 146,611 12,180 NORTH AMERICA EUROPE ASIA-PACIFIC 189,000 582 MIDDLE EAST EMPLOYEES AROUND THE WORLD 27% EUROPE excluding domestic markets 52% 3,834 9,861 DOMESTIC MARKETS 21% (France, Belgium, Italy and Luxembourg) REST OF THE WORLD LATIN AMERICA AFRICA LONG-TERM 2 CORE ACTIVITIES AND SHORT-TERM RATINGS PRESENT IN STANDARD A/A-1 & POOR’S 75 RETAIL BANKING CORPORATE & A1 /PRIME -1 MOODY’S & SERVICES INSTITUTIONAL BANKING COUNTRIES A+ / F1 FITCHMESSAGE FROM THE CHAIRMAN AND THE CHIEF EXECUTIVE OFFICER JEAN LEMIERRE CHAIRMAN JEAN-LAURENT BONNAFÉ CHIEF EXECUTIVE OFFICER “THE FUTURE SUCCESS OF THE GROUP The 2015 financial year ended with the all employees were invited to take WILL NOT BE Paris agreement on climate change part in. At the end of this process, that was welcomed all around the responsibility emerged as one of the world. It reaffirmed the objective of Group’s great strengths, a cornerstone MEASURED ONLY limiting the rise in temperatures to that forms the foundation of our less than 2°C and set out a framework corporate model. With this in mind IN TERMS OF to allow that to happen. In keeping and in the interest of combining a with the terms of this international corporate culture and solid values QUANTITATIVE agreement and as part of our approach with rules that govern behaviour, the to environmental responsibility focused Group undertook to define its own on combating climate change, we rules of conduct. Finally, BNP Paribas RESULTS.” further strengthened our strategy for demonstrated its ability to adapt by financing the energy transition. Our reinforcing its internal control and objective is to support businesses and compliance system while nevertheless governments that commit to these succeeding in delivering innovation aims by raising the amount of funds that we devote to renewable to satisfy customers. The future success of the Group will not be energies to €15 billion by 2020. Last year was therefore a year measured only in terms of quantitative results, but also by its during which we reconsidered fundamentals. At a time when our contribution to sustainable and responsible economic development, industry has been undergoing profound change, we reaffirmed our and by the trust that our customers, shareholders and society mission and defined our values as part of an inclusive process that at large place in us. 1CONTENTS 04 Editorial by Michel Konczaty 05 A responsible bank 4 pillars, 12 commitments 06 Public positions 16 Outlook 18 Stakeholders OUR OUR ECONOMIC OUR SOCIAL OUR CIVIC ENVIRONMENTAL RESPONSIBILITY RESPONSIBILITY RESPONSIBILITY RESPONSIBILITY SPECIAL SECTION 25 EMPLOYEE TESTIMONIALS RESULTS 2013-2015 08 Key economic performance indicators 10 Key social performance indicators 12 Key civic performance indicators 14 Key environmental performance indicators 2 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT 01 03 OUR ECONOMIC RESPONSIBILITY OUR CIVIC RESPONSIBILITY FINANCING THE ECONOMY BEING A POSITIVE AGENT FOR CHANGE IN AN ETHICAL MANNER 44 Our commitments 7, 8 and 9 22 Our commitments 1, 2 and 3 04 OUR ENVIRONMENTAL RESPONSIBILITY 02 COMBATING CLIMATE CHANGE 57 Our commitments 10, 11 and 12 OUR SOCIAL RESPONSIBILITY DEVELOPING AND ENGAGING OUR PEOPLE RESPONSIBLY 35 Our commitments 4, 5 and 6 APPENDICES 65 Environmental, social and societal indicators 3 3EDITORIAL MICHEL KONCZATY DEPUTY CHIEF OPERATING OFFICER SPONSOR OF BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY “A AN A A AP PPRO OA AC CH H T TO CS SR R TH HAT T RUN NS S T TH HRO OU UG GH AL LL D DE E ECISI IO ON N-M MA AK KIN NG G PR ROC CE E ESSES S S AT T TH HE E BA ANK K K.” 2015 was also the year of the COP 21 and a time to take fundamental decisions, seize the development opportunities offered by the energy transition and reduce the Group’s exposure to carbon-related risk. he 2015 financial year was especially significant Made public prior to the opening of the conference, for the Group in terms of Corporate Social the bank’s strategy, aimed at ensuring our business TResponsibility (CSR). The first CSR management remains resilient in the face of climate change, is indicators were due to be reported in 2015, and 12 now being implemented in the Group’s businesses. out of 13 were reached. We took the opportunity Finally, an eighth financing and investment policy to further review our commitments so that they in the field of agriculture was added to existing reflected better our strategy and we set ourselves arrangements for managing extra-financial risk. It fresh objectives for 2018 which are even more central includes measures aimed at preventing financial to the business. One of our objectives is to make products offered to customers from destabilising a direct contribution, through our positive-impact the markets for agricultural commodities. Some financing strategy, to attaining the UN Sustainable of these initiatives benefited from the advice and Development Goals, the purpose of which is to eradicate recommendations of the Ethics Committee, which poverty while preserving the planet. In response to started its work in 2015. They were also discussed the dramatic events in Europe, the Group, which is with members of the Board of Directors. At the end deeply committed to society, made a considerable of the year, CSR had become a fundamental part of contribution to help improve the welcome extended all decision-making processes at the bank, thereby to refugees by making available €5 million to support meeting the expectations of Group employees who associations working in 9 European countries in the wish to contribute to the development of a sustainable fields of emergency aid, integration and education. and responsible world. 4 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT tMESSAGE OUR RESPONSIBILITY 4 PILLARS AND 12 COMMITMENTS TOWARDS THE ECONOMY OUR PEOPLE THE COMMUNITY THE ENVIRONMENT FINANCING DEVELOPING BEING A POSITIVE COMBATING THE ECONOMY AND ENGAGING OUR AGENT FOR CHANGE CLIMATE CHANGE IN AN ETHICAL PEOPLE RESPONSIBLY MANNER 1- Investments 4- Promotion 7- Products and services 10- Partnering with and financing with of diversity that are widely our clients in a positive impact and inclusion accessible the transition to a in the workplace low-carbon economy 11- Reduce the 2- Ethics of the 8- Combat social environmental highest standard 5- A good place to work exclusion and support impact of our and responsible human rights operations employment 3- Systematic management 12- Advance awareness integration and 9- Corporate and sharing of best management of philanthropy policy environmental environmental, 6- A learning company focused on the arts, practices social and supporting dynamic solidarity and the governance risks career management environment GOVERNANCE driven by a culture based involving the Board of Directors, to ensure a sustainable future of responsibility on best the shareholders, the management for our business and deliver and integrity practices and and the whole Group a positive impact on society 5 5BNP PARIBAS’ PUBLIC POSITIONS FUNDAMENTAL AND SECTOR-SPECIFIC PUBLIC POSITIONS PROVIDE THE FRAMEWORK FOR BNP PARIBAS’ APPROACH TO CORPORATE SOCIAL RESPONSIBILITY. THESE POSITIONS DIRECTLY UNDERPIN THE WAY IN WHICH THE GROUP WISHES TO CONDUCT ITS BUSINESS. PRESENT IN 75 COUNTRIES, THE GROUP ACTS WITH RESPECT FOR UNIVERSAL HUMAN RIGHTS AND PRINCIPLES AS AN ACTIVE CONTRIBUTOR OR MEMBER OF: • the United Nations Global Compact (Advanced level); • the United Nations Women’s Empowerment Principles; • the UNEP Finance Initiative (UNEP-FI); • the Carbon Disclosure Project; • the Roundtable on Sustainable Palm Oil (RSPO); • the Banking Environment Initiative (BEI); • Businesses for Human Rights (Entreprises pour les Droits de l’Homme, EDH); • Businesses for the Environment (Entreprises pour l’Environnement, EPE); • Businesses and Health (Entreprise et Santé). THE GROUP ACTIVELY TAKES PART IN DESIGNING SOLUTIONS AND IMPLEMENTING SUSTAINABLE PRACTICES SPECIFIC TO THE FINANCE INDUSTRY WITHIN THE FRAMEWORK OF: • the Equator Principles; • the Principles for Responsible Investment; • the Institutional Investors Group on Climate Change; • the Soft Commodities Compact of the Banking Environment Initiative. 6 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT PROGRESS ACKNOWLEDGED BY EXTRA-FINANCIAL RATING AGENCIES Change Rating Integration (year of Agency ( year of last into related previous rating) indices rating) NYSE Euronext 2015, THE YEAR OF THE COP 21 HELD Vigeo 63/100 + 3 pts IN FRANCE, WAS ALSO AN OPPORTUNITY World 120, Vigeo Eurozone 120, FOR BNP PARIBAS TO FURTHER REINFORCE (2014) (2013) Europe 120 et ITS ACTIONS IN FAVOUR OF THE ENERGY France 20 TRANSITION. HENCE THE SIGNING OF A NUMBER OF COMMITMENTS: 82/100 + 3 pts DJSI World – RobecoSAM • the Montreal Pledge; DJSI Europe (2015) (2014) • the Portfolio Decarbonization Coalition; Global • the French Business Climate Pledge; Compact 100 • the Paris Pledge for Action; des Nations 79/100 + 1 pt • the Principles for Mainstreaming Climate Unies et Sustainaly tics (2015) (2014) Action within Financial Institutions; STOXX • the Financial Institutions’ Declaration of Intent Global ESG on Energy Efficiency of the EBRD/UNEP-FI. Leaders 4.5/5 + 0.6 pt FTSE4Good FTSE Global Index (2015) (2014) FINALLY, THE GROUP ALSO WISHED TO FORMALISE ITS VOLUNTARY + 4 pts COMMITMENTS THROUGH: (2014) 99 A- CDP Stable for • a Commitment to the Environment; (2015) the strategy • BNP Paribas’ Human Rights declaration; “criterion” (A-) • a policy of combating corruption; • a charter for responsible representation with respect to public authorities; • the BNP Paribas Suppliers’ CSR Charter; THE MEDIA ALSO POINTED • financing and investment policies for sensitive areas; TO THE GROUP’S IMPROVED PERFORMANCE: • a list of excluded goods and activities; th • BNP Paribas has been ranked the “5 most sustainable company • monitoring and exclusion lists grouping in the CAC 40” according to the Enjeux Les Échos ranking; businesses which do not respect the Group’s • At the same time, BNP Paribas has made significant progress in the CSR requirements. 2016 rankings of the “100 most sustainable companies” according . to the specialised Canadian magazine Corporate Knights and reached th 35 place. 7OUR KEY PERFORMANCE INDICATORS ECONOMIC RESPONSIBILITY RESULTS 2013-2015 CUMULATIVE RATE OF GROWTH IN LENDING SINCE 2008 COMPARED WITH THE CUMULATIVE CHANGE IN THE VALUE OF GDP OVER THE SAME PERIOD 27.3% 20% 18% 13.1% 9.5% OBJECTIVE: GROWTH IN LENDING 0.1% GREATER THAN THAT OF GDP FRANCE ITALY BELGIUM / LUXEMBOURG Loans GDP in value terms OVERALL SATISFACTION SCORES FOR INDIVIDUAL CUSTOMERS IN THE FOUR DOMESTIC MARKETS (ON A SCALE FROM 1 TO 10) 7.7 7.5 7.6 7.2 OBJECTIVE: STABILITY IN SATISFACTION SCORES FOR INDIVIDUAL CUSTOMERS 2011 2012 2013 2014 2015 BNP Paribas Fortis (Belgium) French Retail Banking (France) BGL BNP Paribas (Luxembourg) BNL (Italy) ANNUAL RATE OF GROWTH IN SOCIALLY RESPONSIBLE ASSETS UNDER MANAGEMENT (SRI) COMPARED WITH ANNUAL CHANGES IN TOTAL OUTSTANDINGS 27.9% 27.2% 6.8% OBJECTIVE: GROWTH IN SRI ASSETS 4.8% 4.9% 1.8% -5.2% -9.1% GREATER THAN THAT OF TOTAL OUTSTANDINGS 2013 2014 2015 2013 - 2015 SRI assets Total assets 8 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT ANALYSES OBJECTIVE REACHED Through its lending business, BNP Paribas contributes proactively to the development of the real economy, despite the current unfavourable economic climate. In its domestic markets of France, Italy, Belgium and Luxembourg, outstanding loans to businesses and individuals have grown up to twice as fast as the respective GDP figures since 2008. The Group has therefore more than achieved the objective it set itself three years ago. OUR ACTIONS FOCUS ON ITALY Through tailor-made solutions, actions to raise awareness BNL increased its personal loans (+2.3% between 2014 and and partnerships with public institutions, the Group has 2015), and took part in the government initiative “Fondo del strengthened its lending capacity for businesses and microcredito” helping 500 small businesses to benefit from individuals while maintaining a low rate of default. loans guaranteed at 80% up to €25,000. OBJECTIVE REACHED Customer satisfaction was maintained at a high level in three of the four countries. In 2015 BNL enjoyed a considerable improvement in its score in proportion to the improvement in the quality of service of various channels (branches, online banking and telephone banking) detected by its customer-satisfaction tracking tool. OUR ACTIONS FOCUS ON THE MEDIATORS The Group offers training in customer satisfaction. It also BNP Paribas Personal Finance and the retail banks in France, promotes dialogue with consumer associations and other Belgium, Morocco, Tunisia, Senegal, Poland and Turkey as well stakeholders in order to gather their opinions regarding as BNP Paribas Cardif all offer the services of independent new improvements and to jointly develop new products. mediators who are available to customers. OBJECTIVE REACHED Socially Responsible Investments make it possible to reconcile economic performance with social and environmental impacts by financing businesses and public-sector organisations that contribute to sustainable development. Thanks to a comprehensive range of products, the quality of extra-financial reporting and a solid financial performance, SRI-related assets have grown more rapidly than assets overall, thus contributing to a more sustainable economy. OUR ACTIONS FOCUS ON BELGIUM BNP Paribas Investment Partners has extended its range In Belgium SRI assets under management have more than of SRI funds with, for example, funds based on social doubled in three years, reaching €4.5 billion at end 2015. entrepreneurship, sustainable food production and “green” real Thanks to this rate of growth, the market share of SRI assets estate. At the same time, and in a spirit of transparency, the held in Belgium by BNP Paribas Fortis increased to 40%. drive to have more funds gain SRI certification “labels” continued in 2015, with 29 funds labelled compared with 22 in 2012. 9OUR KEY PERFORMANCE INDICATORS SOCIAL RESPONSIBILITY RESULTS 2013-2015 PROPORTION OF WOMEN APPOINTED TO SENIOR MANAGEMENT POSITIONS 26% 22% 25% OBJECTIVE: 25% OF WOMEN SENIOR MANAGERS AT END 2014 2013 2014 2015 Senior Management Positions are the 2,500 positions in the Group that have the largest impact in strategic, commercial, operational and expertise terms. PROPORTION OF EMPLOYEES WITH A POSITIVE OPINION REGARDING IMPLEMENTATION BY THE GROUP OF THE FOUR MANAGEMENT PRINCIPLES 73% 70% 71% OBJECTIVE: 71% OF SATISFIED EMPLOYEES 2013 2014 2015 NUMBER OF INTERNAL TRANSFERS BETWEEN UNITS AND BUSINESS LINES (ANNUAL AVERAGE 2013 TO 2015) 5,157 4,580 4,787 OBJECTIVE: AVERAGE OF 4,700 CROSS-FUNCTIONAL TRANSFERS PER ANNUM 2013 2014 2015 Average for the period 4,841 10 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT ANALYSES OBJECTIVE REACHED As early as 2009, BNP Paribas set itself an objective for the number of women in senior management within the Group. The number at the time was 16%. This percentage steadily grew and the objective of 25% was reached at end 2014. The figure is now 26% and a new objective of 30% has been set for 2020. OUR ACTIONS FOCUS ON SMP STAFFING PLATFORM This objective, decided at the Group level, has served The “SMP Staffing Platform”, dedicated to vacant as a benchmark for various subsidiaries, entities senior-management positions, was set up at head office and countries, and has enabled them to make progress by the human-resources department to ensure more in their own areas, thus driving forward the Group as a streamlined monitoring and a greater diversity of skills and whole. BNP Paribas also makes sure that when it comes backgrounds among applicants. to filling senior-management positions, there is at least one woman on the shortlist. OBJECTIVE REACHED The percentage of employees with a positive opinion of the implementation of the 4 Management Principles (client focus, acting in full knowledge of the risks, people care and setting an example) has risen by four points in four years, two points higher than the objective set in 2012. FOCUS ON THE TEB ENTREPRENEURS OUR ACTIONS PROGRAMME IN TURKEY The Management Principles have been included in employee appraisals and restated in the “BNP Paribas Way”, with the The actions undertaken by TEB mainly involved the development emphasis on our strengths and our driving forces. They are of leadership skills, change management — in support of the regularly discussed and promulgated in management-training compliance culture — and the creation of a working environment courses and in monthly reading items offered to senior focused on innovation and entrepreneurship through collaboration management through the Management Academy. and cooperation. TEB received the Leadership Prize for its Entrepreneurship Programme, “Gamechangers” 2015, which selects the most innovative Turkish businesses. OBJECTIVE REACHED The objective of achieving an annual average of 4,700 internal job transfers between 2013 and 2015 was exceeded. These internal transfers are the most common solution for filling vacant positions and remain a fundamental career-management tool to improve our collective effectiveness and performance, encourage the professional fulfilment of employees and strengthen their commitment. OUR ACTIONS FOCUS ON “MOBILITY DAYS” Job mobility is a core HR management practice for meeting Launched in France, the Group’s “Mobility Days” went high demands among employees. The Mobility Principles were international and were held in 30 countries in April 2015. defined with the aim of creating a Group-wide framework They included more than a hundred events: 14 forums, while respecting the specific characteristics of each country. 26 conferences and 47 workshops involved around 300 people Communications were stepped up, an internal stakeholder from HR, 600 managers and almost 7,200 employees. community created, and systems put in place in around The event also had a special Twitter account (MobDays15). 40 countries covering around 80% of Group employees. The result was an increased number of positions advertised and filled internally. 11OUR KEY PERFORMANCE INDICATORS CIVIC RESPONSIBILITY RESULTS 2013-2015 AMOUNT OF GROUP SUPPORT FOR SOCIAL ENTREPRENEURSHIP AND MICROFINANCE €279 M €168 M €227 M OBJECTIVE: €200 MILLION (Excluding loans to social enterprises) 2013 2014 2015 NUMBER OF PEOPLE WHO ATTENDED FINANCIAL-EDUCATION PROGRAMMES DESIGNED AND/OR RUN BY THE GROUP (ANNUAL AVERAGE BETWEEN 2013 AND 2015) 479,900 234,652 300,822 OBJECTIVE: 180,000 PEOPLE 2013 2014 2015 BNP PARIBAS GROUP’S ANNUAL PHILANTHROPY BUDGET €38.96 M €40.5 M €39.5 M OBJECTIVE: ANNUAL AVERAGE BUDGET GREATER THAN OR EQUAL TO THE 2012 BUDGET (€35 MILLION) 2013 2014 2015 Average for the period €39.6 M PERCENTAGE OF EMPLOYEES WITH A FAVOURABLE OPINION OF THE WAY IN WHICH THE GROUP EXERCISES ITS CORPORATE SOCIAL RESPONSIBILITY 72% 71% 71% OBJECTIVE: 73% OF SATISFIED EMPLOYEES 2013 2014 2015 Indicator covering the responses to four different questions in the internal Global People Survey. 12 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT ANALYSES OBJECTIVE EXCEEDED In France and elsewhere, microfinance and social entrepreneurship are decisive in enabling the economic and social integration of the most vulnerable. With a total of €279 million in 2015, instead of the targeted €200 million, BNP Paribas exceeded by far (+39%) the objective set in 2012. OUR ACTIONS FOCUS ON INDIA BNP Paribas extended loans to 35 Microfinance Institutions In India the bank supports the growth and strengthening (MFIs) in 14 countries, thereby helping the financial of the sector, which is now supervised by the Reserve Bank inclusion of the most needy. The Group also created of India. Credit facilities increased from €7 million to €41 community funds for individuals, such as BNP Paribas million in 3 years for the 13 institutions supported. Social Business France, and the BNP Paribas Social Business Impact France fund for institutional investors. OBJECTIVE EXCEEDED In order to fulfil its role of contributing to the global economy, BNP Paribas combines its financing and investment activities with financial-literacy programmes for people with little knowledge of micro- and macroeconomics. Begun a few years ago, this activity corresponded to a growing demand from the public and the Group’s partners, with whom some programmes are jointly designed. With 479,900 people having participated in these programmes, the Group has more than doubled its original objective. OUR ACTIONS FOCUS ON TURKEY The programme includes seminars, themed meetings, In Turkey the TEB Family Academy provides financial education materials, online tutorials, etc. Only programmes in which on how to manage a budget. Open to all, sessions are held Group employees play a direct role are taken into account. every third Thursday of the month in all TEB branches around the country. More than 460,000 people have attended these sessions over the past three years. OBJECTIVE REACHED After a sharp increase in 2013, the worldwide budget devoted to corporate philanthropy by BNP Paribas suffered a slight decrease in 2014 and 2015. The average annual budget for the period 2013-2015 nevertheless remained well in excess of that for 2012, with €39.6 million as opposed to €35 million in 2012. Despite an unfavourable economic climate, BNP Paribas more than achieved the objective it set itself three years ago, and even increased its corporate-philanthropy activities. OUR ACTIONS FOCUS ON VOLUNTEERING Several initiatives further bolstered the Group’s corporate Apart from its financial commitments, BNP Paribas also th philanthropy programme. For its 30 anniversary, the supports employees who wish to give their time to good causes. BNP Paribas Foundation launched “Dream Up”, an educational In 2015, 77,000 hours were given by Group employees to programme based on practising the arts. Support for another community programmes. flagship activity, “Projet Banlieues”, was strengthened in 2015. OBJECTIVE NOT REACHED Rising by just one point, this indicator is the only one on the CSR monitoring dashboard not to be achieved over the period. It is the result of a combination of four questions featured in the Group’s internal survey and is influenced by numerous internal and external parameters. OUR ACTIONS FOCUS ON THE ENVIRONMENT With worldwide mailshots, information on the intranet, etc., Among the various issues covered by CSR, the question of the Group’s the Global People Survey (GPS) is widely distributed environmental responsibility stood out in the GPS, as demonstrated to BNP Paribas employees. In 2015, 71% of employees by the 11-point increase since 2009 in the percentage of employees responded to the survey. with a positive perception. 13OUR KEY PERFORMANCE INDICATORS ENVIRONMENTAL RESPONSIBILITY RESULTS 2013-2015 NUMBER OF EMPLOYEES TRAINED ONLINE IN SECTOR POLICIES 20,373 10,476 6,150 OBJECTIVE: MORE THAN 12,500 EMPLOYEES TRAINED 2013 2014 2015 GREENHOUSE-GAS EMISSIONS (IN TEQ CO /EMPLOYEE) 2 2.88 3.06 2.91 OBJECTIF : 2.89 TEQ CO /EMPLOYEE 2 (-10% COMPARED WITH 2012) 2013 2014 2015 TOTAL PAPER CONSUMPTION (INTERNAL AND CUSTOMERS)/EMPLOYEE 134 kg 154 kg 144 kg OBJECTIVE: -140 KG/EMPLOYEE (-15% COMPARED WITH 2012) 2013 2014 2015 14 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT ANALYSES OBJECTIVE EXCEEDED The sector policies govern the financing and investment activities of BNP Paribas in sectors with high environmental, social and governance risks. Sector policies concern all the Group’s employees. Since the publication of e-learning programmes in December 2012, 20,373 employees have undertaken at least one of these. The objective - to have trained 12,500 employees concerned by working with these policies in 2015 - has thus been exceeded. OUR ACTIONS FOCUS ON ASIA E-learning was provided to the employees in question by the With nearly 12,000 employees trained online, CSR and HR correspondents. In certain countries, the training the Asia-Pacific region was key to exceeding this objective. was made compulsory. On another level, the CSR function This was made possible by integrating this module into has also trained 362 people in classroom sessions since 2014. the compulsory training programme for all employees. OBJECTIVE REACHED The Group’s objective was to reduce CO emissions per employee resulting from the consumption of energy in buildings and business 2 travel by 10% over three years. With 2.88 teq CO /employee in 2015, the objective was achieved: -10.3% vs. 2012. The gains made 2 in 2014 - a significant reduction, partially explained by mild weather - were nevertheless maintained in 2015 despite an increase in business travel related to higher business activity. OUR ACTIONS FOCUS ON THE IT SYSTEM Three elements are behind our reduction in CO emissions: In France the energy consumption of IT servers fell by 15% 2 The energy efficiency of buildings and branch premises as between 2013 and 2015 despite power increasing over the well as computer equipment, and management of business same period by 49% in order to service greater demand. travel that encourages alternative methods. OBJECTIVE REACHED The objective of a 15% reduction of paper consumption per employee in 2015 compared with 2012 was exceeded: paper consumption was 25,293 tonnes in 2015, equivalent to 134 kg/employee, as opposed to 144 kg/employee in 2014, representing a reduction of 18.8% compared with 2012. These figures include internal paper usage and paper used for customer correspondence (post, bank statements, etc.) and other types of paper: envelopes, cheque books, etc. OUR ACTIONS FOCUS ON RESPONSIBLE PAPER USE Apart from the digitalisation of customer correspondence The percentage of responsible paper from recycling or and internal workflows, the reduction also resulted from the sustainably managed forests (more than 50% recycled or PEFC replacement of individual printers by shared equipment and or FSC certified forestry labels) used internally grew from 53.7% training in the responsible use of paper. to 70.6% between 2014 and 2015. 15OUTLOOK LAURENCE PESSEZ “CSR H HAS B BEC COME HEAD OF CSR AT BNP PARIBAS EVERY YONE’’S BUSINE ESS AND A AN IRR RE EVERSIB BLE E MOVE EMEN NT HAS BEGUN N.” issues. This now allows us to measure the impact of our commitments or of the support we give to customers in the transition towards a low-carbon economy. How would you describe the new objectives you have set for 2018? What are your conclusions about the past three years? These objectives are perfectly in line with each of In early 2013 we set ourselves 13 objectives to be our commitments and are very business-oriented. reached in 2015 and we are pleased to say that They include the amount of financing for renewable 12 of them have been achieved, and some very energies and the share of loans to businesses subject clearly exceeded. We would never have reached to arrangements for managing the extra-financial risks these objectives without the commitment of large specific to each sector. A new subject has appeared numbers of employees, not just in the CSR function, on our dashboard: lending which has a particularly but all those who implement the Group’s strategy positive impact on society and which contributes on a daily basis—by designing products, advising directly to achieving the United Nations Sustainable customers and considering CSR issues when making Development Goals set in 2015 for the next 15 years. decisions. CSR has become everyone’s business. An irreversible movement has begun which meets the expectations of our stakeholders. You have changed some of your CSR commitments. Does this mean a change of strategy? Our priorities remain unchanged, as does the strategy, but we have been able to move forward thanks to the experience acquired within the Group regarding these 16 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT OUTLOOK DASHBOARD 2016 - 2018 Pillar Indicator Baseline 2015 2018 Objective Share of corporate loans to companies strictly To be maintained at least at 15% contributing to the achievement of the United 15 % Nations Sustainable Development goals. No baseline, Economic Percentage of employees trained More than 80% the action starts on an ethics-related issue by the end of 2018 Responsibility in 2016 Share of loans to companies subject to an environmental and social-management system 25% 40% specific to the concerned activity. Percentage of women among the members of transversal executive committees across 21% 23% business lines and/or countries() Executive Committees Social Percentage of employees having at least 14 weeks of paid maternity leave and/or 6 days 74% 85% Responsibility of paid paternity leave Percentage of employees reporting having been trained (any formats, including e-learning) 74% 90% during the last 12 months Yearly number of beneficiaries of microcredits allocated by microfinance institutions financed 250,000 350,000 by BNP Paribas (calculated pro rata relative to the financing from BNP Paribas) Percentage of employees directly contributing No baseline, Civic 80% to the promotion of human rights who have the action starts of the target population Responsibility received related training in 2016 Average annual budget over BNP Paribas Group’s annual corporate €38.6 million the 2016-2018 period greater philanthropy budget than or equal to the 2015 budget Amount of funding devoted to renewable €7.2 billion €15 billion in 2020 energies Environmental GHG emissions 2.88 teqCO /FTE 2.41 teqCO /FTE in 2020 2 2 Responsibility Number of people made aware of climate 70,000 140,000 change issues by BNP Paribas Percentage of employees having a favourable Governance and opinion of the way the Group conducts 69% 72% its corporate social responsibility and its Steering commitments as a responsible bank.() () Out of approximately 500 Top executives. () Roughly 3,000 people. () This new question was included in the internal Global People Survey to replace the composite indicator used previously. These results therefore differ from the indicator for the period 2013-2015. 17I S N N F O O S R M R E A P T I O T C N , A C T O N N O S C U L G T N A T I I T O N N I O A P N D P A D I A L O G U E STAKEHOLDERS STAKEHOLDER DIALOGUE Stakeholder dialogue lies at the heart of BNP Paribas’ CSR strategy. Many of the Group’s business lines and functions are involved and contribute to a proactive and constructive approach. 07 01 Customers The media THE PROCESS 06 02 Civic Employees organisations 3 OBJECTIVES Anticipating Managing risk Having a positive change impact on society 03 05 Suppliers Regulatory/governmental and parliamentary bodies 04 Shareholders and investors 18 2015 BNP PARIBAS CORPORATE SOCIAL RESPONSIBILITY REPORT M A N G A N G I R I O N T G I N T O H M E D D N I A A L G O N G I R U U E S A E M