BPCE_REGISTRATION_DOCUMENT_2017

6 SOCIAL, ENVIRONMENTAL AND SOCIETAL INFORMATION Responsible internal practices

for the integration of new employees; ● for each new regulatoryor fiscal development; ●

conducting professionalappraisals; ● delegating to develop skills; ● organizing to innovate. ●

to raise awareness among managers and employees about change ● management associated with changes in the business and about the need for ongoing training throughout their careers; to adapt to changes in their business or to prepare to advance in ● their careers; through employee professional development initiatives leading to ● certification. Several developments in2017 hadan impact onthe training program: two new regulatory training courses – on the European “Mortgage ● Credit Directive” (MCD) and the French “Housing access and renovated urban planning” (ALUR) Act – both had considerable impacts interms of duration and number of employees involved; 2017 was also the last year of the three-year training program ● associated with the 2014-2017 “Another way to grow” strategic plan; in preparation for the skills development priorities of the next ● strategic plan, new training initiatives have already been implementedby severalgroup companies. With the support of 89C3, the digital acclimation of employees has considerably accelerated. The mobile rapid learning solution B’Digit was developed, directly integrating a new diagnostics tool for employee digital profiles, for easier adoption by the group’s companies. Several companies have already initiated programs to improve customer satisfaction by promoting a service culture and employee engagement. At the same time, Groupe BPCE continuedto provide training courses aimed at achieving its objectives in terms of inflows and developing advisor expertise insavings, privatebanking and taxation. Managing collective performance and individual plans Because management is at the center of Groupe BPCE’s strategic plan, the training programs implemented by its companies provide practical support to help managers meet the Group’s transformation challenges while ensuring the cohesion and solidarity of their teams in their collective action. In addition to local initiatives, the Group also developed innovative training schemes tailored to management positions. The co-developmentworkshops that were set up in 2015 continued in 2017. Also, an innovative and fun serious game called “M for Managers” was created to enhance the networks’ training offer for managers.It facilitatesthe integrationof good managementpractice with eight educationalmodulesthat allowmanagersto learn – either individuallyor in groups – without the fear of being wrong or being judged: managing time; ● conducting difficult appraisals; ● giving feedback; ● managing from adistance; ●

Alongsidetraininginitiativesin local management,the Group offers a full range of courses and programsfor mid-levelmanagersas well as potential and current executive managers. The aim is to engage managers with the Group’s strategic goals and to prepare for the succession of top managementeams. Innovative training for greater efficiency in HR investments The Group’s training catalog boasts a range of educational tools, including virtual classes, e-learning, serious games, MOOCs and simulators, rounding out classroom learning courses, all designed to ensure maximum efficiency for our training investments, at an individual andcollective level. In 2017, within the training scope under review, 35,640 of Groupe BPCE’s staff took part in a virtual class, and nearly 462,158 hours of training were provided in e-learningmodules. At the end of Year 3 of the Occupation and Skills Forecasting agreement signed on January 20, 2015, the goal of the Human Resources divisions in the Group’s companies to anticipate and support the career goals of their employeescontinuesto apply, and is reflected in tangible initiativestaken by Groupe BPCE HR teams on a daily basis. With the aim of enhancing individual prospects and providing more career development opportunities, the companies reinforced the existing dynamic when this agreementwas signed, underpinnedby a body of common rules designed to encourage mobility within the Group. These rules facilitate this mobility in the best possible conditions through a simplified hiring process, support measures, mobility programs, and the organization of coordination meetings between humanresourcesdirectors inthe local regions. In 2017, Groupe BPCE developed a site focused exclusively on employee mobility, called Mobiliway. After a test period involving a few companies, the site was rolled out groupwide in fourth-quarter 2017. As a veritable gateway to mobility, employeesinterestedin changing positions and/or locations will be able to use this site to find advice and decision-makingtools. The Group HR division is launching concrete initiatives to improve coordinationof inter-companymobility by working with the group’s companies. Starting next year, it will be able to offer efficient operation responses to the requirements expressed by Groupe BPCE HR teams, including new dialog formats, new proceduresand regular meetings to make mobility a dynamic experience and define best practices. PROMOTING DYNAMIC CAREER MANAGEMENT AND CAREER PATHS FOR EMPLOYEES

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Registration document 2017