BPCE_REGISTRATION_DOCUMENT_2017

6 SOCIAL, ENVIRONMENTAL AND SOCIETAL INFORMATION Responsible internal practices

Responsible internal practices 6.4

Groupe BPCE is aware that its responsibilitybegins in-house, and it factors environmentaland social criteria into its everyday operations with a three-prongedapproach: responsible, committedemployee managementpractices; ●

mitigationof the Group’s direct environmental impact; ● support for suppliers as part of its social, environmental, and ● societal commitment: this approach is explained in detail in Section6.3.

6.4.1

Employees: helping to build and develop the Group

HR EXCELLENCE, HR ASPECTS OF THE 2014-2017 STRATEGIC PLAN Managerialand human issues are central to Groupe BPCE’s “Another way to grow” strategic plan with three key words: AMBITION , PARTICIPATION and CUSTOMERS . Success rests both on the efficiency of the management chain of command, from top managementdown to local managers,and on the commitmentof all men and womenat the Group’s companies. New HR priorities and challengeswill be met in the new “TEC 2020” strategicplan. This will serve as the startingpoint for new HR policies and procedures,and for the continuationof certain existingcorporate initiatives, aimed at achieving our goals for the 2018-2020 period. For “Another way to grow”, management is a powerful tool for differentiation. It encourages employee commitment to customer service, the ability to implement change rapidly, and teamwork for performance and innovation. Each company takes its own approach to management and HR, emphasizing its own values and identity. Groupe BPCE collectively draws on this leverage by focusing the managementchain of command on strong, simple, shared principles and by strengthening employee commitment. The “HR Excellence for Better Customer Service” project defines the HR vision of what behavioris expectedfrom employeesand managers as well as the operational version of that vision, i.e. our HR commitments forthe 2014-2017 period. Three HR objectives have been set in pursuit of HR excellence. Meeting these objectives calls for identifying shared behaviors while applying the threekeywordsof the strategic plan. Managers who setambitiousgoals The management chain values teamwork, shares strategy, imparts meaning, and achieves the expected results. This chain mobilizes the energies and talents of its teams. Managers promotemobility,diversityand professionaldevelopmentamong their employees while guiding change and creating conditions for success.

Men and women motivated on adaily basis The Group’s employees are fully invested in their jobs and actively contribute to earnings and performance. They take action and are proactive within their scope of responsibility. They are active in their own professionaldevelopment,open to change, and able to adapt constantly.They participatein Group projectsand arerewardedfor their contributions. Sustainable performance for better customer service The Group’s employeesfocus their actions on meeting customer needs. Operational excellence and quality of service are central to each company’ssystems. Innovationand initiative are valued at every level. Quality of working conditions is an area being constantly improved. HR policy defined at the Group level benefits from fundamentals shared by all the companies, which apply proven HR practices and structuringsystems, namely: innovativesolutions for thoseinvolved inHR performance; ● an HR function that co-buildsolutions with the business lines; ● social solidarity organized among all Group companies; ● early executive managemento helpthe Group develop; ● an efficient HR managementcontrol system, making it possible to ● manage and monitor HR policies, in particular employment,which draws on sharedtools; internal communication to supportthis strategy inall HR areas. ●

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Registration document 2017